5 days’ unpaid domestic violence leave approved in all awards

5 days’ unpaid domestic violence leave approved in all awards

The push for domestic violence leave in modern awards has been successful with the Fair Work Commission deciding on five days’ of unpaid leave.

All employees – including casuals – will be entitled to unpaid family and domestic violence leave, the Fair Work Commission has decided.

The Commission confirmed it views family and domestic violence as “a community issue and requires a community response”. It will change all 122 modern awards to insert a model clause entitling employees (including casuals) to five (5) days of unpaid family and domestic violence leave.

Fresh HR Insights will have a domestic violence policy available for soon as the wording of the clause is finally decided.

What is family or domestic violence leave?

Family or domestic violence leave will be available in the event that the employee needs leave to take actions to deal with the impact of the family and domestic violence and it is impractical for them to do it outside their ordinary hours of work.

This could include by way of example, making arrangements for their safety or the safety of a family member (including relocation), attending urgent court hearings, or accessing police services.

How does the leave accrue?

Five days of unpaid leave will be available at the commencement of each 12 month period rather than accruing progressively during a year of service.

The leave will not accumulate from year to year.

Most significantly, the full five days of unpaid leave will be available to part-time and casual employees. This is different to some other forms of leave (e.g. annual leave) which are pro-rated for part-time employees or not provided at all to casual employees.

What is a model clause?

A model clause means the terms of the clause will be identical in all 122 modern awards and will be finalised in the coming weeks.

What will this mean for your business?

The extent to which employees will access the new entitlement to unpaid leave is unknown, as is its impact on businesses.

The Commission therefore proposes to revisit the issue in 2021, after the model term has been in operation for three years.

At that time the Commission will consider:

  • whether any changes are needed to the unpaid leave model clause;
  • whether to allow access to personal/carer’s leave (for the purposes of family or domestic violence leave); and
  • whether the Commission should re-visit the possibility of paid family and domestic violence leave in modern awards.

When will Fresh HR Insights Domestic Violence Policy be ready?

The Commission did not release the drafting of the new domestic violence leave clause, which means there are several issues which are still unclear, including:

  • the technical definition of ‘domestic violence’
  • the evidence requirements for taking the leave
  • whether an employee can use personal/carer’s leave for domestic violence leave purposes.

Fresh HR Insights new policy will be released as soon as the terms of the domestic violence leave clause are finalised in the modern awards. The Commission has indicated it will be some weeks before we see the draft final clause. Watch this space!

Written by Australian Business Lawyers & Advisors on 27th Mar 2018


HR essentials, what employers need to know.

It’s Kath here from Compass Business Support. Today I’m joined by Paulette McCormack from Fresh HR Insights. This is the very first of a series of videos that we’re going to be doing for you all about HR essentials, what employers need to know.

Anyone who’s employing a team or thinking about employing a team in the future, this series is necessarily for you to know.

It is a great the way we’ve structured it, too. So, we’re going from when you’re bringing people on board, or thinking about it, right through to the separation process and everything in between. So you mustn’t miss any of these 10 step processes. These are all booked in as per the below so make sure you add to your diary. We will be setting up events to so you can get ready to see the video’s go up and watch out for the lives. 

  • Policies and Procedures – Do I need them and if so which ones (24th April)
  • Recruitment and Selection – The raw deal when finding your star (22nd May)
  • Probation Periods – Letting go can be easier than holding on (26th June)
  • Induction – Setting New Employees up for long term success (24th July)
  • Absence Management – When employees are missing in action (28th August)
  • Disciplinary Process – When things dont go right (25th September)
  • Effective Communication – Talk to me I am listening (23rd October)
  • Ending Employment – Its time to say goodbye the right way (20th November)
  • Small Business HR Rescue – Summing it al up for success (10th December)

Todays topic , this is all about before you take on an employee. We’ve got some questions to ask today, Now, the first thing, this is all about before you take an employee onboard.

Question ONE: How do you know when you’re ready to start taking on an employee? When you’re ready to take on a new team member?

Answer: The main thing is you’ve got to make sure you’re financially ready to bring on a person onboard. So what I do suggest to the small business owners is to actually think about how much they’re going to pay them. Obviously make sure it’s within the award as well, that’s always important. Then to put that money aside for a period of three months.

If you put it into a high interest savings account and save it all up. If you can afford to pay that every single week for three months then I’ll say you’ll be financially able to employ someone. There’s nothing worse than bringing someone onboard and finding out that you cannot pay them.

You don’t want to do that. You know, if you get to the three months and find that maybe it’s not the right thing, because you’ve had to think about it as well, then you’ve got a little to lose

Because once you bring someone onboard, and it’s what we’ll go into as well through the series and it’s certainly one of the freebies that you’ll be getting today. Shhh. It’s a freebie. It’s in there as well, depending what kind of employee you’re going to bring onboard. If it’s occasional then you’ve got a bit of more flexibility. But if you’re a permanent patch on a permanent full time, you’ve got a notice period to pay as well.

So you want to make sure that you can afford that. That you’ve actually got the funds saved up. You don’t want to back yourself into a corner, that’s for sure.

Question TWO:  Second question is where do you start?

When you’re looking at what kind of person to bring in where do you start.  Start looking at what you’re doing as a job, and start mapping it out. Then start mapping out someone else do? When you bring a person onboard as a small business owner it’s tempting to carry on wanting to manage the whole process and not letting go. So, it’s starting to map out the letting go process because there’s no point bringing an employee onboard and becoming that helicopter.

Nobody likes a micromanager. And I think most small business owners can be … They’re fairly guilty of that. Wanting to control everything that goes on in the business.

So this is a really great point that making sure that you’ve got a whole list of things that you either don’t want to do, or you don’t like doing, that you can actually delegate to a new employee.

Because you want to be working on your business and no longer in your business. That’s why you’re going to bring on an employee. So, you need to make sure you have the work for them to do. Because you’re soon going to get pretty annoyed if you’re paying a wage and they’re sitting there doing nothing. You’d be lying if you said, “No, I won’t.”

Question THREE: So the third question I’ve got for you today, which type of employee would suit me best?

This comes down to what business you’re running and what your needs are. So, in the three-month period mentioned above you’d be working that out. The role and everything. Now, if your business is fluctuating where some weeks it’s busy and some weeks it’s quiet I would recommend you look at getting a casual. The casual employee doesn’t have set hours. But each day is end to day contract. Then they start again the next time you have them in.

So, one week you might need them three days, the next week you might need them four days. Next week you might only need them one. So you’ve got that flexibility.

Where for the permanent part-time person or a permanent full-time they have consistent hours. You’d have to pay them even if there’s no work. So that’s why a casual is so much better.

Now, there is a causal conversion in the pipeline coming across all the awards and some already have this, so you need to be mindful of that. But that doesn’t actually apply to an irregular casual. So someone whose hours are all over the place. So you don’t need to worry about it too much if you’ve got an irregular casual. Only if you’ve got a systematic, or regular casual where the hours are pretty predictable. And it’s something I can help you with anyway.

Absolutely. And does that vary across different awards as well, that casual ruling?

It does. Yes. Some of the awards already have it in. So, there’ll be in construction industry, that tends to have them in it. So be mindful of that. But when you’re looking at the retail, or the clerical award then it’s certainly not in there at the moment. But it’s something I can help people with.

That’s the great thing about this video series, too. Is that you’ve always got that expert here to help you. So, Paulette’s always on hand to be able to answer questions. An adviser in the right direction.

So, I think that’s all the questions we’ve got for our very first video. I hope this has been really helpful to you guys. And that you are going get great value from this. Not only today but also the rest of the series that we’ve got.

Did you want to talk a little bit about your giveaways today?


FRESH HR INSIGHTS We have got an amazing giveaway. What I’ve actually done is I’ve done a fact sheet for you. It’s actually turned into be a fact booklet. I’m also a University teacher so I tend to play in the academic space a lot as well. And I can’t help myself but to give a lot of information. Just can’t stop.

So, I’ve actually put a lot in there as well. There’s also a free checklist for you to go in and have a look at what employer-employee relationship is. And what different categories of employees that you can have as well. So, if you’ll follow the link we’re going to put at the bottom here there all downloadable. They’re all free. They’re all available to you no strings attached.

Excellent. That sounds like it’s got lots of great information in there. That’s wonderful.

Fabulous. I’ve actually got a one page business plan in there for you as well, which is free and also comes with an instructional video. And is also a systems health check. So just a general review of all the business systems that you’ve got in your business currently. And what you might need to implement.

ANOTHER SUPER DEAL We have a new start up process, which includes your contract of employments as well. Which are really important to have those in place. But also making sure you capture the key information you need and actually start the employer-employee relationship on the right foot. So, a 25% discount of our package. All you need to do is to send us an email today and put in the code, KBPM2018


 And we look forward to seeing you on the next video. Take care.

You Can Watch our Other Great Videos HERE

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Honesty: the best Code of Conduct. A dark and sad day for Australian cricket

Honesty: the best Code of Conduct. A dark and sad day for Australian cricket

Honesty: the best Code of Conduct. A dark and sad day for Australian cricket

The Australian cricket team is, as you would expect, one of our national treasures.    As one of those in the test match league along with South Africa, England, India, Sri Lanka, New Zealand, Bangladesh, Pakistan and Zimbabwe, we have always held our cricketing heads high.  Until now, that is.

When Cameron Bancroft made his attempt to alter the surface of the ball – in what will now be remembered in history as Australia’s shameful test match of last Saturday in South Africa – he did not think of the fallout from his actions.  He very probably was so focused on winning at any cost, he wasn’t thinking straight.

It has transpired, since the weekend’s revelation, that Bancroft was acting with the complicity of the senior members of the cricketing squad. We would not know this had Captain Steve Smith decided to come clean and give explanation to Bancroft’s behaviour and we suppose for that we should be grateful. However our national cricket team and its beleaguered captain, should have eschewed the plan as soon as it had been thought of – or better still – not thought of it at all.  Why? Because this is how they will be judged!

What has been lost is far greater than the one test ban that Bancroft has to undergo and the loss of Captaincy for Steve Smith. Trust, confidence and national honour have been offered up at the pyre of “winning by any means” and burnt to ashes.

Fresh HR Insights suggests that had there been a Code of Conduct, or some form of guideline, outlining the values of our national cricket team and how they must behave especially when facing challenging matches and the fear of losing, it would have been useful.

Such a policy would have shaped how our young men behave in the field, or off it when planning team strategy. “No shame in losing” is one such value and better to face that than show the world you will cheat to win!

Other workplaces have this kind of guidance, and it helps when employees or senior management are faced with difficult moments.  To lose a client or cheat to keep them can give inexperienced staff nightmares – a policy expressly forbidding dishonesty in company practice is worth its long term weight in gold.  Trust and confidence take years to build and seconds to lose.

It is not made easier to understand our team’s behaviour in the light of further news that this is a regular thing in the cricketing world, and over which umpires and other adjudicating personnel have turned a blind eye.  Fresh HR Insights considers that this might be a turning point for cricket.  Any place of work or field of endeavour needs its policies and practices laid out for all to see. When human weakness starts to triumph we will have the guidance, there in front of us, to pull us back onto the honest tracks that we should have stayed on in the first place.

A code of conduct is a must – all staff and personnel, whether in our famous sporting teams or in the local estate agents, should know what is expected of them, especially when under pressure.  There is self-discipline in losing, with honour. Let us not forget that.

Workplace Stress

Workplace Stress

Workplace Stress

Workplace Stress – Hans Selye once said It’s not stress that kills us, it is our reaction to it. I couldn’t agree with this more. After all stress affects us all, many of us on a daily basis. Stress is not about to leave our lives anytime soon so the best idea to live with stress, is to learn how to handle it.

Stress in the workplace may be derived from many avenues such as feeling under appreciated or undervalued by your employer or employees, working too many hours, not taking designated breaks or avoiding taking time off. All of these are examples of how the workplace can lead to stress. Then there is stress that comes from an employee’s personal life such as relationship breakdown, financial hardship or social rejection. You probably guessed that stress in someone’s personal life will almost always resonate in their professional life in some way, no matter how hard they try to hide it. Eventually, any stress that is not dealt with accordingly will boil up inside to the point that you may not notice the stress anymore and in fact, it may seem normal to wake up and go to bed feeling stress. Whilst getting rid of whatever it is that is causing you stress isn’t always an option, there are ways in which you can manage it in the short and in the long term to enable you to continue working at your best.

Some tips for fast acting stress relief:

  • Count to 10 and slow your breathing. If counting to 10 isn’t enough, count to 30.

It might sound silly, but just as someone with an anger problem stops for 30 seconds to give their brain time to react sensibly, the same is known to happen with stress. Sometimes all the brain needs to react appropriately is time. If you find yourself at work completing a task or near someone that has put you into a stressful state, close your mouth and take a slow deep breath for 10 seconds. If your stress has reached a critical level, try and excuse yourself to the nearest bathroom to close your eyes for a short time and focus on nothing but your incredibly deep and slow breathing. Each inward breath should be 5-10 seconds long, the same speed for each outward breath. This 2 minutes in the bathroom could be the difference between you saying something or doing something that you may immensely regret so if you feel your blood boiling, take a quick break to cool down.

  • Get yourself a coffee or drink of water.

Whether you’re in a busy office or on a warehouse floor it can be easy to get caught up with being busy. Just remember that whilst not every employee is entitled to overly regular coffee breaks, every employee IS entitled to drink water and have bathroom breaks. If your water bottle is empty but your flat out, look for the next available gap and go to fill your drink bottle up then. Water is what will provide oxygen to your body and without it, all those busy tasks you need to get done are going to get done a lot slower and possibly with mistakes if you don’t allow yourself to drink water throughout the day. Fact: when we are thirsty, our body’s are already in dehydration mode.

Tips for longer lasting stress relief

  • Take your designated breaks

Just like forgetting to drink water it can be easy to forget about taking your tea or lunch breaks or simply think your ‚ ≤too busy’ to take them. If your one of those people who eats lunch at their desk or works through an eight hour day (not allowed) without a break thinking what harm can it do, then you may be in for a shock. Not allowing yourself to take a break will almost always lead to tiredness, forgetfulness and lapses of concentration. Not surprisingly, this is when most workplace accidents occur and probably when most minor and major mistakes are made. We have all skipped a lunch break or a tea break at some point but don’t make it a habit. We all need to rest, relax and regroup and taking just a thirty minute lunch break can be enough time for you to grab a coffee, eat your lunch, make a phone call, go to the bathroom and be back at work fresh as a daisy. Trying to clock an additional thirty minutes of work in exchange for making yourself tired and not noticing how close your hand is getting to the machinery your using is simply not worth it. So go on have a break, and why not have a Kit Kat.

  • Holidays

This word used to excite people. Now it probably just causes anxiety and further stress to mention it to some bosses in fears they will say NO and make you feel like you will lose your job if you ever take a holiday. You work hard, you deserve to take your holidays. Got a strict boss who hates people having time off? Try and plan your holidays around your busiest times and give as much notice as possible. If your planning on taking more than a week off for a scheduled holiday, then consider that two months is not an unreasonable amount of notice in which to ask your boss for the time off. Asking to take a week off next week and you may very well be pushing your luck.

So to recap

  • Allow time to breathe
  • Drink lots (of water)
  • Take your designated breaks
  • Try and take a holiday or at least some time off each year


A tip for successful managing

A tip for successful managing

Whatever the weather: A tip for successful managing

Climate scientists are preparing for even greater changing weather patterns and we have already seen many more frequent extreme weather events: cyclones, volcanic eruptions, tsunamis, earthquakes, and flooding all over the world.  Here, in Australia, we have seen some unexpected weather events of our own – not least the storm of orange dust which eclipsed parts of the outback of Queensland in the last few days, due to recent exceptionally dry weather. Reports from the area suggest the event hit people by surprise and that is was scary – more like something you would see in films rather than actually happening.  Our thoughts and sympathies are with all those affected by such a distressing event and we hope that they have the help they need at such a time.

Thankfully, frightening weather is something we can prepare for if given sufficient warning so we at Fresh HR Insights want to look at another type of inclemency that can arise – unexpected or extreme events in the workplace!

We often get called for support when a business or company is in the middle of a crisis. We like our clients to think of us in an emergency but we always advise that it is better to be prepared for such eventualities as: unexpected sickness, or death, of employees; an accident that may affect a whole department; a media story that impacts public confidence in your company, its goods or services; the loss of much needed stock on its way to your company rendering your business unable to fulfil its obligations to customers. 

There are so many urgent and unplanned occurrences that can literally turn your month upside down and send you spinning off your strategy and budget targets.

Firstly, we at Fresh HR Insights will always advise that your staff team represents the strongest ally and the most solid support possible when a curveball is dealt to your company. To count on them and for them to rally in your darkest hour means there must be a relationship of trust between staff at all levels and especially between senior and junior levels.

Secondly, we will also advise that this trust cannot be achieved if you are not compliant with the law.  Australia’s Fair Work Act is not just a document, it is a meaningful set of principles and provisions that directly affect the lives of everyone – and most employees in Australia are provided for by the Act.   

If you are not providing fair pay for the job, proper holiday time, sick and compassionate leave, parental leave and long service leave, for instance, then you may have a resentful workforce who in their turn do not care for the company they work for.   Individuals who do not benefit from these provisions in your workplace will not have any particular respect for you and what is worse, will suffer badly if these provisions are withheld from them.  They certainly will not respect you when calamity hits.

Fresh HR Insights can help you make sure you have the policies and practices that place your company on a good footing with the law and with your staff. 


We have developed a series of HIGHLY information eBooks that give you COMPREHENSIVE information and the associated templates. We are adding to these every month so there is something for everyone. Check them out with the below links.

Rescuing Small Business Owners

Rescuing Small Business Owners

Rescuing Small Business owners

The ER way – How Fresh HR Insights adds value

Times can be hard for small business owners.  Even when the economic waters are relatively smooth, if you spend your business life running from side to side of the ship, you can find yourself sinking if you don’t have the correct strategy and economic model to keep your ship in the narrow straits of success. In today’s climate, when the only certainty is that there is no certainty, the financial currents are turbulent with an ebb and flow strong enough to sink a tanker.   Let us hope your business is not in need of a lifeboat.  If it is, or if it is experiencing some difficulties which you feel will not go away, then Fresh HR Insights can help.

Here in Queensland our economy was one of the most successful in Australia in the mid-90s and early 2000s.  A downturn, along with everyone else in the world (nearly) after 2009 meant not business failure as such, rather more that there has been sluggish growth. So there is, still, in our view, every incentive to start and to continue running your own business.

The Australian government has facilitated a lot of support for small businesses in Queensland and the Queensland government launch of the Office of Small Business in 2016 has certainly shown that intention to be purposeful.  However, maintaining your small company over time is another matter, and this is where Fresh HR Insights can advise small business owners on whether its employment relations model and business policies and procedures can face the future with a level of security. 

Many small businesses fail, not through lack of vision or enthusiasm, nor through lack of dedication from the owner, but because she or he did not pay enough intention to a number of things necessary at the outset of the business. She or he did not place enough importance on the planning required to sustain the business and its ongoing costs of operation over time, nor additionally on the provision and support of the essential motivated staff team needed to run the business and adjust its plans along the way. 

Fresh HR Insights has found that when there is any particular difficulty, such as a drop in market interest or a sudden change in legislation that impacts the costs of a business, then the weakness of initial strategy may sink a small business, but if these problems are compounded by a lack of robust HR operations it will undoubtedly go down.

Poor employer-employee relations can cost dearly, and poor quality staff without the right skills or knowledge in their roles can also cut a company’s survival chances down vastly.  Lack of trust internal to the business will mean the essence of team is lost.  Fresh HR Insights can help in the leadership and management dynamic, and the employer-employee relationship. We can help you build a business idea into a reasonable going concern where everyone on board your ship will have an stake and an interest in making sure your company keeps going.

Contact Fresh HR Insights for advice if you are small business owner, we will be delighted to help.

Want to go it alone then we have the solution for you. 

Small Business HR Rescue Kit

Hiring a Human Resources or Industrial relations Consultant can sometimes be the thing that separates a startup from a more stable business. HR/ IR professionals help take over several aspects of the business that can be crucial to maintaining company culture – hiring processes, legal compliance, payroll and employee relations. BUT not all business owners will feel the need to hire a human resources professional and that is why we have created the Small Business HR Rescue Kit.

This is a comprehensive eBook with policies and templates that you can use in your business. Grab your copy TODAY


Grab Your HR Rescue Kit NOW


Rescuing Small Business with all you need to know

What to give your employees this Christmas

What to give your employees this Christmas

What to give your employees this Christmas – the significance of giving when it comes to employee engagement

The Employer/ employee relationship is a strange bond of mutual and conflicting interests simultaneously. To strike the right balance is critical for any employer since an employee is a vital part of any business’s success story. A clear approach of an employer towards employee rewards is logical and sensible. Besides the usual system of promotions and bonuses, a well-placed gift at an appropriate time works wonders in creating a better performing employee.

And there is no better occasion than Christmas for an employer gift offering. Though cash speaks louder than words, giving gifts rather than cash is a way to foster a personal relationship. What you decide to give your employees this Christmas is a matter of preference and budget.

Here are a few nice ideas (within reasonable budget) to help you decide:

  • Books

Traditionally books aren’t considered the most valued gift in the world and you won’t score very high with your “not so literary” employees but the “book worms” would love you for that. Giving a meaningful book to a well directed employee (on a subject of liking) is a very appropriate idea. If the employee prefers Audible (http://www.audible.com.au) perhaps a gift voucher instead

  • Venue Vouchers and Certificates

Giving out passes to bowling alleys or movies can keep your employee’s kids occupied and allow them time to spend with their partners. You can pair these up with some interesting additional items, like a tin of kettle corn popcorn or to go with your gift vouchers. Have a look at Gift Card Store – (https://www.giftcardstore.com.au/)

  • Edible Arrangements

 A beautiful fruit basket of fresh pineapple, strawberries, and honeydew (besides other exotic fruits) can make a wonderful and healthy gift for your employees. Throw in a liquid chocolate bottle for some interesting fruit dips. (https://www.edibleblooms.com.au/category/christmas-gifts/

  • Bath & Body Accessories Sets

One of the most popular gifts is the body and bath accessories that will make their mark with overwhelming sweet scent and presentation. They may not be just shower gels and fragrances; a set of hand lotions and creams can be cool to brave the chilly elements on Christmas eve. A couple of hand sanitizers can also add up as a handy desk accessory on your employee desk.

  • A bottle of Wine

Perhaps most customary of all is a golden wrapped bottle of fine wine to celebrate the occasion. It won’t ever lose its charm. So, you can confidently pack it up as your Christmas employee gift.

  • Host a dinner at your home (for smaller employers)

When it comes to delivering a personal touch, nothing would beat a dinner at your home for your team. It doesn’t need to be anything overwhelmingly fancy or expensive. Bringing the team together in itself for an evening of casual interaction and conversation can be a great way of bonding your team. Make some candy packages to give away at the end as a sweet gesture.

  •     A fun filled field trip.

This is something memorable and you can add it to your company webpage and profile as well. Your employees would appreciate a free lunch and all paid recreation as a Christmas gift. It will pay off in the short and long term alike.

  • A desktop candy jar

Sweet leaves longer impressions on human brain. Exploit the potential of sweet with a desktop candy jar. An employee will always remember “the last Christmas” every time he or she will pick a candy. 

  • Cash- nothing beats it on a special day

Cash is known to be the best gift ever. It has more options for you employee than you can imagine and it takes off the trouble of choosing the right gift from your head as well. You can play smart by scheduling your annual bonus around Christmas (with some decent add up as a Christmas give away).


Outsourcing your Human resources – what you should look for?

Outsourcing your Human resources – what you should look for?

Outsourcing your Human resources – what you should look for?

All companies, be it a small company or a military force, heavily depend upon its human resources. Human resources are the optimum strength of any organisation, even if it is a fully automated plant. Therefore, human resource management is all the more important in the growth of a department and subsequently the whole organization. Not many companies offer Professional HR services that are Professional, Experts, Qualified and Passionate about HR.  Fresh HR Insights Pty ltd is a Gold Coast HR Consultant that stands out in this regard as they not only have Experience in HR management, high level qualifications, a passion form not only compliance but also more productive, motivated and high revenue workplace, but also has a team of Expert on behind them.

They are the premium Human Resource Specialists that you are looking for. We not only specialise in HR management as the right choice if you have to outsource your human resources and get the best skill set for the best price in the market. The first question before you hire Professional HR services from any Expert HR firm you should ask yourself is that what are you actually looking for by outsourcing your work to an HR consultant company.

There are many angles at which you may need an HR firm like Fresh HR Insights as your EXPERT Gold Coast HR Consultants. For the formulation of policies and procedures may be the prime reason for your need of Experience in HR. The next possible reason may be dishing out the correspondence part of your organisation which takes away maximum time of your skilled labor in one working day. This way you can save a lot of time and the person hired to do a specific job may be engaged in that. You should look for these along with options of hiring and firing. Hiring and firing employees are a risky business and you should look for a firm that holds the requisite expertise in this department.

If you are looking for all this and more in the aspect of Experience in HR and Professional HR services you should search no more and make an appointment with Paulette McCormack at Fresh HR insights Pty Ltd. Paulette is a professional HR service provider with a vast number of years of Experience in HR.

Her motto is to deliver workplace which are happier encouraging employees to fulfill their potential and take the organization forward. She heads the Gold Coast HR Consultant at Fresh HR insights Pty Ltd. The question of what you should look for in an HR firm will best be analyzed by Paulette and her Expert HR team. This will allow you to purchase the best HR deals available, be it on hourly, daily or contractual basis. Professional HR services at Fresh HR insights are the best thing you will ever come across if you decide to outsource your human resources, be it letter writing, or other problems that may require innovative HR solutions.

If you are looking for Experience in HR and Professional HR services, look nowhere else as Paulette McCormack at Fresh HR insights and her team awaits you with numerous solutions for all your HR outsourcing problems.          

What we are not is an off the shelf generic solution or online Human Resource Solution. Fresh HR Insights Values and Beliefs are that Human Resources is about bringing the Human back into Human Resources Management. When dealing with employees you are dealing with emotions and emotions do not fit into check boxes, every situation is different and every reaction varies. Employees are your greatest asset and your business your greatest expense. Look after them with our customised and flexible solutions.

We may not be the cheapest on the market but we are the most Passionate and we get and understand your business. To us your business is our business and your success is our success


Here is our latest feedback that we are super proud of

“As a start up business Paulette was FANTASTIC in assisting us with everything we need! She made me feel confident when on-boarding new staff members, was available to chat and answer any questions at anytime, even after hours! Paulette created our full manual, personally delivered to our office and a wonderful hamper of fruit! Paulette was sensational and cannot wait to continue doing business with Fresh HR Insights”


Our number has changed from the 1300 – please call 0452471960 or email admin@freshhrinsights.com.au

What type of employees do you need? – Casuals Explained

What type of employees do you need? – Casuals Explained

What type of employees do you need?

The type of employees that you choose to meet your business requirements is a very important decision. Business owners need to be aware of the legal ramifications relating to each employee type and manage them accordingly and appropriately. Businesses should follow ‘best practice’ to reduce the costs, minimise legal exposure and develop an engaged workforce. A well-designed Recruitment Process and New Starter documents also goes a long way to ensure your processes and procedures are effective. This also help integrate new employees for the long haul and not just a passer bye.

Once any employee has been hired, they must be given the Fair Work Information sheet thereby ensuring the employer meets their obligations under the FWA.

Types of Employee’s

  • Permanent full-time
  • Permanent part-time
  • Casual employment
  • Fixed-term employment or Fixed-task employment
  • Non-employees such as Independent Contractor
  • Labour Hire Workers
  • Volunteers

Casual employment

These employee’s are seen as working on an ‘as needs’ basis with an irregular pattern of work. Each time the casual works it is deemed that they are entering into a distinct and separate contract.

Practically, casual work involves employment for fewer hours than the normal full- time working week. It is normal for casuals to be paid by the hour. As a casual employee there are no accruals of permanent employee benefits such as overtime, annual leave, long service leave, paid personal leave or payment for public holidays.

Their rate of pay does, however, incorporate a loading to compensate for the lack of benefits, which is currently 25%. Casuals have less protection when it comes to dismissal; they are not protected under Unfair Dismissal laws unless they have completed a minimum period of 12 months of service and all casuals are excluded from minimum notice periods.

Unless their relevant award, employment contract or enterprise agreement states otherwise, casual employees can be dismissed at the end of their shift. The rationale for this is that they are typically employed from shift to shift.

Aspects to consider for Casuals and the National Employment Standards

  • Casuals are not entitled to minimum notice period or to redundancy pay, regardless of their length of employment
  • Casuals cannot be requested or required to work more than 38 hours per week, plus reasonable additional hours
  • Casuals will only be entitled to request flexible work if they have been employed on a regular & systematic basis for at least 12 months and they have a reasonable expectation of continuing work on the same basis
  • Casuals are not entitled to paid annual leave or paid personal / carer’s leave. They are, however, entitled to unpaid carer’s leave and unpaid compassionate leave (up to 2 days for each permissible occasion)
  • Casuals will not be entitled to parental leave unless they have been employed on a regular and systematic basis for at least 12 months and they have a reasonable expectation of continuing work on the same basis
  • Casuals are generally not entitled to Long Service leave however, do check with the relevant State legislation
  • Casuals are entitled to unpaid community service leave but they are not entitled to paid jury service leave
  • Casuals are entitled to take a day off for a Public Holiday however, they are not entitled to be paid for that day off unless they were rostered to work that day
  • Casuals should receive the Fair Work Information Statement when they commence casual employment
  • Be aware that under some awards, after a Casual has worked on a regular and systematic basis for a set period of time, they are required to be offered full-time or part-time permanent employment

Dismissal of Casual Employees (proceed with caution when dismissing a Casual)

  • If the Casual is not exempt from Unfair Dismissal laws they will have the right to claim relief with respect to their termination. Procedural fairness needs to be evidenced and a ‘valid reason’ for the dismissal given
  • If the Casual is excluded from Unfair Dismissal laws they may still be able to bring a claim under general protection if dismissed for a proscribed reason such as a ‘workplace right’, discrimination, a breach of contract, award or agreement or a trade practices claim
  • Despite the label of ‘Casual’ worker they may bring a claim stating that they are in fact a permanent employee.

Tips for managing Casual Employees

  • A letter of appointment should be provided to all casual’s employees. The letter should clearly indicate that the role is casual, that the amount of work offered to the individual will vary from week to week and that work is not guaranteed
  • Casuals do not have weekly set hours of work. They should be notified of their hours of work, if any, by the distribution of a roster
  • There should be no indication of any kind that casual employees will eventually be moved to a permanent status
  • There should be no indication of any kind of any future work beyond one month in advance
  • Review casual employee’s employment prior to their six-month employment anniversary or 12 months for small business employees. If a casual has been working on a “regular and systematic basis” for at least six months and the employee has a reasonable expectation of continuing work on this basis then they will have access to unfair dismissal remedies. Even if there has been a short break in the employment the individual will be able to bring an unfair dismissal claim if the total period of employment is at least 12 months. A break of more than three months will generally be sufficient to prevent the employee from bringing an unfair dismissal claim.
  • Casuals that perform well can be engaged on a longer basis but care must be taken that the employee only has work rostered week to week and that there has been no indication given of ongoing work or the potential to move to a permanent role.
  • If the casual is covered by an Award that gives him or her the right to move to a permanent status then you must ensure that you follow the relevant steps set out in the award or you will be in breach of the award.

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What Type of Employees do you need – Permanent Full-time and Part-Time explained

What Type of Employees do you need – Permanent Full-time and Part-Time explained

What type of employees do you need?

Employees Permanent Full-time Permanent Part-Time explained. The type of employees that you choose to meet your business requirements is a very important decision. Business owners need to be aware of the legal ramifications relating to each employee type and manage them accordingly and appropriately. Businesses should follow ‘best practice’ to reduce the costs, minimise legal exposure and develop an engaged workforce. A well-designed Recruitment Process and New Starter documents also goes a long way to ensure your processes and procedures are effective. This also help integrate new employees for the long haul and not just a passer bye.

Once any employee has been hired, they must be given the Fair Work Information sheet thereby ensuring the employer meets their obligations under the FWA.

Types of Employee’s

Permanent full-time

This is the most common employee relationship. These individuals are employed on an ongoing and full-time basis. There isn’t a formal definition of permanent full-time however, it is generally taken that they work a 38-hour week or longer.  Under the Fair Work Act 2009 (FWA), if an employee is employed on a full-time basis but there has been no agreement of their ‘ordinary hours of work’, these can be considered to be 38 hours per week. When it comes to dismissal these workers generally have access to the complete range of legal remedies unless it is explicitly stated otherwise in their award. Damages awarded to a permanent employee would typically be higher than those awarded to a casual or fixed-term employee.

Permanent part-time

There is also no formal qualification of part-time hours, however, it is understood that they generally work less than 38 hours per week. They are different to casual employees in that they typically work the same hours each week. As defined by modern awards, they work ‘reasonably predictable’ or ‘constant’ weekly hours. When it comes to dismissal these workers generally have access to the complete range of legal remedies unless it explicitly states otherwise in their award. Damages awarded to a permanent employee would typically be higher than those awarded to a casual or fixed-term employee.

11 Signs your Employees may be suffering from stress

11 Signs your Employees may be suffering from stress

11 Signs your Employees may be suffering from stress

Look out for the following signs and symptoms that may indicate that a worker is suffering from stress:

  1. Concentration difficulties.
  2. Fatigue.
  3. Social isolation or withdrawal.
  4. Irritable and argumentative behaviour.
  5. Alcohol or drug use.
  6. Indifference and reduced work performance.
  7. Change in appetite, e.g., eating more or less.
  8. Increased absenteeism.
  9. Change in sleeping patterns.
  10. Sadness, depression or anxiety.
  11. Complaints of headaches, dizziness, aches or other physical symptoms

If you suspect a worker may be suffering from Stress – give us a call 1300 332 322 or practical solutions

P.S. Don’t forget; we offer no lock in contracts, meaning, unlike our competitors, you only pay for what HR help you need, and when you need it. Let’s talk soon to see how I can help you, and your staff continues to prosper. Call us on 1300 332 322

What Not to Say to a Boss

What Not to Say to a Boss

The employer/ employee relationship is tricky, and a lot is said and heard every day.

Ryan Kahn, the founder of the Hired Group and a career coach once mentioned honesty as the best policy in conversing with your boss. However, there is also appropriate conversations that you would and would not have at work. I doubt that bragging about a weekends conquest would go done very well with your boss and is not appropriate either. Whenever it comes to the language and words that is important for every employee to be careful while saying something to the boss. There are a “Few things”, as mentioned above that should be held back if you want to keep your career on the right track.  

All experts on the workplace mannerism agree to the same point that there are some words, phrases, questions and comments that have more negative impact than others and they can cause serious hindrance in your relationship with any boss. Here are a few tips to avoid such occurrences.  81% of employers surveyed by Careerbuilder.com believe that swearing at work “bring an employee’s professionalism into question”.

The study showed that 64% of employers think less of an employee who swears repeatedly, and 57% said they are less likely to promote someone who is using curse words. A further 71% of employers said that swearing shows a “lack of control,” while 68% says swearing demonstrates a “lack of maturity.” Perhaps most interestingly, says CareerBuilder.com spokesperson Jennifer Grasz, is that 54% of employers said that swearing made their employees appear “less intelligent.”

What Not to Say to a Boss

“It’s all about perception, and cursing does influence how managers view people,” says Grasz. “If it’s a one-time thing, it’s not going to be a big deal, but if cursing becomes a pattern, then it starts to show a lack of intelligence and can show that you’re someone who doesn’t have the ability to handle a tough situation.”

They very first step to avoid such using inappropriate conversation and language is to pause before saying anything. Pause and think if what you are just about to say can cause you to regret it later on and can they be inviting an unpleasant reaction from the boss. If you realise that you are going to make a mistake by saying those words, then step back and find softer and more acceptable words.

Here are few phrases we think that should never say to a boss:
  • First of all, never say “I cannot do it” when you are assigned a task. It may give an impression that you lack confidence or willingness to undertake the assigned task.
  • Secondly, you should not say “that is not my area” because when it comes to workplace nothing is set in stone and your thoughts and capacities need to be flexible. Moreover, willingness to undertake work beyond your assigned domain can help in career progression.
  • Thirdly you should never answer any question by saying “I don’t know”. Rather if you don’t know the answer you can make a decent guess or may inform your boss “I would find an answer as soon as possible”. This will have a positive impression with your boss.
  • Fourthly, one should never say “No” to a boss. Every employee at the workplace is expected to be cooperative and polite. Saying “no” to a task directly assigned by your boss can have a devastating effect on your image. In such situations where you need to refuse, you may rephrase your words and choose better words.
  • Fifth, when you are asked to complete the given assignment in time, you should never say “I’ll try”. This response will make your boss uncertain and unsure about the task that it will be completed in time or not. Moreover, if you are not certain about any gossip, then you should not convey to him until you have verified the facts.
  • You should never ask for “how I will be benefited” from the task. This is against the team spirit which is essentially required in the workplace. Lastly, an employee should never make invalid excuses. A direct “sorry” and a promise of “never to make that mistake” again is better received.

In January 2015 HC online highlighted that definitions of inappropriate language at work could vary depending on context and workplace. In some workplaces, swearing might be commonplace as employees are subjected to stressful situations. In others, workers who use expletives may be frowned upon or even penalised. 

How to build an innovative workplace environment

How to build an innovative workplace environment

Innovation is the key to success in promoting healthy workplace culture.

Innovation is one of such factors that have an indirect bearing on productivity and developing a spirit of contribution among the workforce.

What is Innovation: – The process of translating an idea or invention into a good or service that creates value or for which customers will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves a deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company to further satisfy the needs and expectations of the customers.Found at http://www.businessdictionary.com/definition/innovation.html

Following are the top 8 ways through which you can improve and develop an innovative environment in your workplace

  • Encourage innovative ideas and acts – As an employer listen and execute employee’s innovative ideas. They must have a feeling that you not only listen to their innovative strategies but also put them to practice. Make sure your employees are in the loop on your company strategies and challenges and invite their input.
  • Make a schedule for brainstorming – Allocate some time to encourage brainstorming and for sharing ideas with another. For example, fix a time slot for brainstorming; arrange group workshops and support to encourage team-work. Always keep your doors open to new ideas for solving a problem, challenge or making a new strategy. Remember! Involving your employee’s in brainstorming workshops can prove useful in promoting innovation. You can also place a suggestions box for gathering feedback and innovative ideas in your workplace.
  • Training your employees towards innovative mindset – Arrange webinars and “On the Job” workshops for the training of your employees in innovative thinking. Motivate them to attend those training sessions so that they can acquire the capability of brainstorming, innovative mindset and advanced problem solving, etc. Allow people to learn from their mistakes. Provide the time and resources to develop and implement those ideas worth acting upon
  • Encourage your workforce to accept challenges – Appreciate your employees for finding new ways to go about the business and encourage them for accepting challenges in their work. Always add “a little bit challenge” in each task that you assign to your employees. Workers enjoy doing jobs that challenge their ability and assist in enhancing their own innovation skills.
  • Always appreciate and support your employee – Always try to respond enthusiastically to the innovative ideas from your employees and never respond negatively to even “seemingly foolish” ideas. Always motivate your employees for doing something “new and revolutionary” to encourage innovation. Drop some bonuses for the workers who’s innovative idea brings in some positive change.
  • Forgive and forget the mistakes –Innovation is a byproduct of learning of the mistakes, so never penalise for the mistakes of your employees (in the execution of innovative ideas). Remember! Innovative ideas can “go wrong”, but innovative ideas are one of the means by which your workforce can challenge itself and learn. So try to forgive the “innovative mistakes” as a workplace policy.
  • Plan rewards for creativity – Be in the number of companies that reward their employees for creativity. Motivate your workers and teams that come up with the winning innovation through your reward scheme and also appreciate your employees who came up with innovative ideas, suggestions and new schemes. You can plan a holiday scheme or monetary rewards for those who contributed with innovative ideas to boost your company’s reputation.
  • Act on new ideas that “make sense” – Always keep in mind that innovation nurtures with motivation and there is not a better way to motivate than putting the projected idea into action.  Give time and resources to your employees to bring their innovative ideas into their work. If you will not “transform” their ideas into “practical form”, then your workforce would loose the motivation for brainstorming and coming up with innovative ideas.

How can you be innovative?

  • Persistence
  • Remove self-limiting inhibitions
  • Take risks, make mistakes
  • Escape
  • Write things down
  • Find patterns and create combinations
  • Curiosity

Here are ten things you can do on the job to make it easier to be more innovative every single day.

  • Start Conducting Stand-Up Meetings. Your entire energy changes when you’re standing. …
  • Surround Yourself with Inspiration. …
  • Get a Buddy. …
  • Pick Small Projects. …
  • Flip Your Assumptions. …
  • Bring it to Life. …
  • Ban Things. …
  • Get Out of the Office.
Workplace language – what is appropriate?

Workplace language – what is appropriate?

Appropriate tone and language in the workplace

Running a business is a delicate balance between setting goals, achieving set targets and handling employees in such a way that it remains productive and trouble free. Whereas it may be relatively easy to set and achieve business targets, it may be as easy to maintain a workforce in a productive mood and vibe.

When we discuss maintaining the productivity of a workforce, a lot of it depends on upon the communication between employer and employee. This is precisely where appropriate tone and language in a workplace comes into the equation. We all like to be treated with respect in social settings and it should be no different in work. 

When we think about appropriate tone and language in a workplace, classically it overlaps in three prominent dimensions; employee tone and language towards employers, employer tone and language towards employees and employee tone and language with potential clients. Here is how each one is important in its own right:

Employer to employee tone and language. It is important for every employer to understand that communication is the practice of exchanging information and ideas. In order to be an effective communicator in your workplace, it is essential to be able to deliver your intent in the most appropriate tone and choice of words. The tone has a lot to do with winning over hearts and mind. No wonder it is said “there are bad ways of saying a good thing’s and good ways of saying the bad things”.

Some employers carry a wrong perception that being “tough” means a frequent display of tongue lashings. Nothing can be further from the truth. A tough-talking employer can get the job done half as efficiently as a kind talking an employee. In any case, getting a job done by tough means should be only resorted to as the last measure.

Did you know that as an employer that if things are 80% good and 20% bad that we tend to focus on the 20%bad and forget about the 80% that’s good meaning we only talk about and complain about the 20%. 

Employee to employer tone and language. This is one of the more pondered upon dimensions of appropriate tone and language since it involves more serious repercussion when violated. Traditionally, an employee is expected to be polite and more considerate in communicating with an employer for a good number of reasons. An employer must always try to deliver his or viewpoint in the most appropriate tone and language. Avoid slangs and harsh sounding words in communicating to your employer.  Try to disengage as quickly and quietly as possible if you find yourself in a confrontational situation with your employer during a discussion. Never press upon an opinion or point if you find it irritating for your employer. Don’t be afraid to step away or ask for a break to calm down.

Employee to client tone and language. This is one dimension that affects businesses more than the previous dimensions when it comes to landing business in the first place. A present or potential client expects to be treated with a very courteous tone and language. Whether your business lands a client or not has a lot to do with how your staff treats a client with tone and use of language. Certain businesses have a special emphasis on the tone and use of language in generating the first impression (hospitality, airlines and call centers, etc.).

It is natural to carry a professional impression of a business when a client calls a business, and he or she is responded in a very professional manner by the call receptionist or operator. It is, for this reason, PA and operators are specially trained in call reception and client handling. Good customer contact skills are an important prerequisite to dealing with conflict situations – and more so to avoid conflict. 

When we work with our clients at Fresh HR Insights, we bring together Employee Handbooks that reflect how a workplace wants to be seen. We recently completed one for a new restaurant opening. Here is the “How we conduct ourselves” policy

How we are seen is how our business is portrayed – make it a good impression. We expect high standards of service and presentation from all Employees. The following requirements are designed for the security of the employment location and Employees in order to ensure all working conditions are safe and as harmonious as possible.

An ethical and professional Company depends on individuals taking responsibility for their own behavior and decisions, with manager and supervisors providing encouragement, feedback, and appropriate modeling.

The Company will not tolerate the following staff actions:

  • Asking a customer for a third party payment;
  • Personalising services so that they do not conform to established standards; and
  • Discussing or commenting about employment, staff or business operations that are negative (either with customers or co-Employees), these comments should be discussed with your manager.

It is the Company’s policy that all Employees are ambassadors of the Company at all times including traveling while working.

While representing the Company Employees should not compromise their professional integrity by being vulgar, obscene or abusive, being unnecessarily confrontational or causing any form of discomfort or offense to customers, fellow Employees, contractors or visitors.

Failure of Employees to comply may results in disciplinary action, up to and including summary dismissal.

Open Door Policy – Let’s talk. The best way of resolving issues is through open communication. As part of our commitment to teamwork, the Company has an open door policy for discussing problems when and if they arise. Start with your supervisor or manager. If you don’t feel it is appropriate to discuss your concerns with them the Company owners are here to help.

Every employee in our Company should be treated with courtesy and respect. Failure to do so may result in disciplinary action – which may include dismissal. We are dedicated to supporting an amicable, enjoyable workplace. Anything less is a compromise of our values.

We are continuously expanding our knowledge base for our clients so join up our Newsletter by clicking on the below picture – You will receive fantastic advice, tip bits, knowledge, events and offers direct to your inbox. 


What are the top eight most important Employer Brand Values

What are the top eight most important Employer Brand Values

What are the top eight most important Employer Brand Values?

Employer brand is a technical term usually used to define an organization’s status as an employer, and its value intention towards its employees, as contrary to its more general business brand reputation.

In today’s era, it is as crucial to building a strong employer brand as it is to earn profits or leave the company’s name to the top lists. This calls for a better atmosphere provided to workers. Employment branding is a directed, long-term tactic to accomplish the attentiveness and insights of employees, prospective employees, and linked stakeholders of a particular firm. The line of attack can be modified to drive enrollment, preservation, and efficiency management efforts. It functions by always putting forth an image surrounding management and business practices that make your organization an attractive and a good place to work. This indeed results in successful employment branding. 

The quality and quantity of applicants are increased day by day. Thus it provides growing workforce productivity. Employment Branding needs to be systematic; you need to plan out things accordingly to avoid mishmash and entangled policies. It must contain the following essential elements:

  • Encourage the value of sharing and continuous enhancement: Trace out the best management practices and introduce ethics about it. Spread the word about your doings, about your accomplishments, about your standards. Even if it was not done a couple of decades back, do it now! In this era of technology, public advertising has become a norm in top organizations such as that of Wal-Mart and GE. There should be rewards for development, and this should be certainly shared. The word gets across quick in this century.
  • Maintain equilibrium amid upright management and high output: Making many community work impacts on an organization’s exterior employment image. However, the chief groundwork of any work is the firm’s management practices. Regrettably, some firms go overboard to just look good. This may result in managers becoming excessively lenient and also lose their emphasis on the importance of upholding an accumulative productivity of the workforce. On the other side, some managers get too focused on workforce productivity and go overboard; disregarding sound management practices for interim gain. Some of the problems that occur when managers thrust productivity at the cost of sound management practices include augmented employee exhaustion, increased fault rates, reduced customer contentment and increased revenue. Consequently, to protect a strong brand as well as enhanced employee productivity, firms must notice and reward stability between the use of acceptable management practices and efforts to improve employee productivity.
  • Everyone should be talking about you: The number of organizations that make up the business press has matured and has become so influential that being mentioned in particular publications has become a vital component in building a strong employment brand. Getting mentioned entails two essential components. First, managers must speak and write about their management practices in extremely detectable ways. While an internal meeting is ideal for communicating information to a small group of employees, a conference or monthly column provides more considerable publicity.
  • Become a standard firm: The best-managed firms are those also known as standard or benchmark companies. These are the companies that have best practices that everyone else wants to acquire about and imitate.
  • Boost candidate awareness of your finest practices: A great employment brand doesn’t just surge the potential applicant’s perception of the firm, it goes one step further to inform potential applicants about the management practices that make you a good place to work.
  • Set a system of measurement: Constructing a product brand involves effective effort over time. You can’t rest on your glories when you have a prosperous brand. You must continually improve it and carve it to fit the varying needs of your target audience.
  • Attain public recognition: Undoubtedly, the increased interest in employment branding during the past few years has been a result of the growing number of organizations and magazines that create lists of great places to work. Although it’s factual that many of these lists are deeply partial towards firms that offer significant benefits, no one can argue against the benefits of coverage that occur as a result of being recorded.
  • Employees should be actively telling stories: One of the major qualities of a great employment brand is that employees go out of their way to tell stories about the firm’s administration, business practices, and influence on their life because nothing talks better than experience.



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Manage change

Manage change

Lewin’s 1951 three-step model to manage change in the workplace.

There are many ways of incorporating change at a work place. Many strategies have been reformed over the years of corporate management. One of the theories and subsequently the model of change was given by Kurt Lewin in 1951. Kurt Lewin was a psychologist who is considered to be the pioneer of modern organizational psychology. Mr. Lewin gave a three-step model to incorporate a change in the work place. He developed this model in the 40’ and was implemented later in the 50s and 60s. The model still holds good for the current working scenario setups. The article explains the three steps and the way they can be implemented in a specific or general workspace.


The three steps, although very simple in the name have some complicated connotations. The three steps are named as unfreeze, transition and freeze.

manage change

Figure 1.        Kurt Lewin model for change management

UNFREEZE – According to Mr. Kurt unfreezing is done by reducing the forces that are striving to maintain the status quo and disassemble the prevailing culture of the system. This should be done by giving the workers and supervisors a situation where they realize that the problem exists in the current culture. This will eventually make everyone realize that a change is needed. Hence the terminology of “unfreeze” which means to disassemble the process and take a step back to see the damage being done by the prevailing culture.

Tips for the Unfreeze step – It should be understood before unfreezing that change should not be inculcated just for the sake of likes and dislikes. It should be based on some sort of analysis. Some sort of order should be maintained while the unfreezing process is underway. A simultaneous method of working should be in place before the current status quo is challenged. It is also necessary for the workers and supervisors to be on board the change and the reasons for the change. These plans should not be prepared and implemented in closed offices without any reason told to the people that will be affected by that specific change. For this honesty and proper means of communication should be established otherwise the unfreezing process may fire back.

TRANSITION – According to Mr. Lewin transition relates to developing new attitudes and culture by changing the overall culture and processes in the work place. This phase accommodates for the lack of trust by the workers as change is taking place. Human nature negates change and applying the change model may come to some people as a challenge to their old working methods. Therefore, firm resolve from the management side is absolutely necessary to avoid confusion in the change process.

Tips for the Transition step – The most important factor in this step is the smooth flow of communication between the top tier and bottom tier through the middle managers. Therefore it is required for the management to be involved in the complete transition step so any sort of miscommunication can be avoided. The policy made for change should not be considered to be etched in stone, and running changes can be made when necessary to avoid any unforeseen instance. Transition step should also be broken into different steps so that the progress can be easily and effectively measured in the transition step.

FREEZE – According to the model, this is the final piece of the puzzle. This as it names states relates to the freezing of the change that has been implemented in the transition phase. This is the point of no return and old ways should not be opted for in any case. If the model is not working, another change model should be worked out to revert back the process or make it better. Once the process and change are frozen, it should not be played with.

Tips for the Freeze Step – It is important to communicate the goods that come out of the whole change process. It is necessary to involve the workers in your success as well as failures. Communication is also important in this step as it was in the previous two. Many people will try to revert to the old ways under the radar, but it is important to keep an eye on indicators that tell about this force being applied. It is necessary to freeze the process irrespective of personal motives and incentives. Only the company’s well-being should be kept as a goal. To ensure this, regular meetings with the key members should be held to understand the change and the effect it has brought in the work space or organization. Training new people in new ways is also important so that the next generation of the company follows the new culture rather than being misguided on the old methods.


The change model presented by Kurt Lewin shows that a work place or organization needs to improve consistently. For this, the change process and change management are absolutely necessary. The change once decided by analysis and process should then be implemented and constantly reviewed so that the organization moves in a positive direction over a period of time.