I have helped many employers address performance and discipline issues with employees. Often the result is the employee resigning. In many instances there may have been other underlying issues that while not resulting in performance or disciplinary action may see an employee resigning. So, once an employee resigns, is it the end of the matter?
Many small and medium employers think that employing a casual employee makes it easy to manage their workforce. But when they have a problem with that employee they find that the employee is claiming permanent employment status - and the law is on their side! So how has this happened? How can a casual
When Hauraki Safety and HR is engaged by a client to provide a service offered, one of the first questions we generally ask is "...what evidence have you collected...". Invariably the answer is "...none...", or "...I've got some notes here somewhere...", or the most common one we hear is "...I trusted them and I never
To satisfy the Act, a PCBU must eliminate a risk so far as is reasonably practicable, or where it cant, it must minimise the risk so far as reasonably practicable. The Act does not tell you what you have to do, but it does provide a definition of Reasonably Practicable that gives you a
As an organisation changes, the need to understand the impact on the organisations risk managmenet and controls become increasing important. Many of the prosecutions under the Health and Safety at Work Act have a common theme of organisaitonal failure to ensure currency and relevance of safety controls. In some instances events have occurred as
The Act gives more protections for employees, especially vulnerable workers, and strengthens collective bargaining and union rights in the workplace. Many of the changes are familiar to employers, as they roll the law back to how it was as recently as 2015. Rights for Employees: Rest and Meal Breaks: Employees must be given set
