Top 10 Tips for implementing a successful remote working strategy
Sally Dillon • February 26, 2022
Top 10 Tips for implementing a successful remote working strategy
Overview
There is no foolproof solution for implementing a successful remote or hybrid working strategy, but these tips will help set your team up for success:
- Start from a place of empowerment and trust – have open and positive discussion with your employee(s) about the benefits and challenges of remote working, your expectations, agreed hours of work and any other relevant matters before transitioning from working onsite to remote or hybrid working. Avoid opening the discussion with negative statements which undermine trust such as if they don’t do X to they will face disciplinary action, or you will be tracking their internet/movements to make sure they are not watching TV (even if you have policies and systems that say you can).
- Work with the employee and position requirements to determine the structure – Can the role work remotely 50% or 100% of the time, or somewhere in between? Who will set the schedule for in-office requirements? What hours need to be covered and what can be flexible? Does your employment contract or working conditions support the proposed structure? These are all key questions that should be considered and agreed before you start.
- Ensure staff have the equipment they need - don’t skimp on stationery, equipment or ignore concerns. Ensure staff have a second monitor and docking station, reasonable office chair or company mobile phone if it will make their remote working experience more comfortable and in turn more productive.
- Have a clearly defined workload, give autonomy but have agreed check points – The key to a successful remote working is for both parties to understand what the main responsibilities are. Use the position description (PD), or if you don’t have a PD, list the main overarching responsibilities and formulate a task list, KPI’s or job outcomes list. This will ensure that the manager and employee are both aligned. Autonomy is also critical for remote working roles and where possible a manager should empower their employee to schedule their own work and complete their tasks within the overarching guidelines and within the priorities that are agreed upon.
- Ensure regular communication - Daily informal check-ins are great touch points between managers and employees whether it be a quick call, email or instant message (IM) by either party providing updates, offers of assistance or just building the remote working relationship. While emails and IM's are good nothing is better than a phone call or face to face catch up and these should be included in your plan. Managers, should ask employees regularly about their workload, barriers or concerns which will assist with building trust and stop any minor issues before they become major issues. Encouraging employees to stay connected with their work colleagues and hosting virtual team meetings where you can, is also critical during a transition to working from home to help them feel included and less isolated. It’s not all about work either, remember to share anecdotes, celebrate birthdays and successes regularly.
- Have an alternative escalation point - Remote work can be tricky when issues arise if the employee can’t reach their direct manager in a timely manner. Make sure you have a secondary point of contact and agreed escalation process that the employee can use if they need to.
- Have a simple weekly reporting mechanism – Implement a simple looking back / looking forward weekly reporting mechanism with items listed at a high level. This can be done via phone, video conference or email. An email with bullet points covering off the main areas that they spent their time on that week and what they intend to spend their time on the next week is a great tool as a manager can follow up to clarify any details or priorities.
- New Employees – Where possible have an onsite induction for a minimum of 2 – 4 weeks for new employees so they can understand the organisation culture and meet face to face with key staff contacts to help build relationships.
- Policies and Procedures - Put in place clear remote working policies and procedures to support working from home that covers what a workspace needs to include, what costs and equipment will be covered by the organisation and how to meet relevant WHS and working alone requirements.
- Employee Assistance Program - If you have an EAP in place, make sure your employees are aware of it and if you don’t, consider getting one in place.
These are unprecedented times and supporting your people and being able to offer them meaningful and innovative remote and hybrid employment options will be critical in attracting and retaining staff in the future.
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The smarter, more human way to wrap up the year with your team. It’s the season of chaos - deadlines, school concerts, clients rushing to finish projects, and somewhere in the middle of it all… the office Christmas party. But as burnout rises and connection feels harder to find, more leaders are asking a different question: π How do we end the year in a way that actually brings our team together? π The Great Christmas Party Debate For years, the office Christmas party was a given - a big night out to celebrate the end of another busy year. But as workplace dynamics evolve, so too are attitudes toward how (and whether) we celebrate at all. Recent data shows that 37% of Australians dread the workplace Christmas party due to timing clashes, alcohol pressure and location disruptions. Another survey found 62% of adults over 25 now feel more empowered to choose non-alcoholic options, and 53% plan to reduce alcohol consumption during the festive season. It’s not that people don’t want to celebrate, they just want to feel seen, appreciated and connected. πΎ What the Research Says A 2023 study published in Scientific Reports found that parties focused on human connection, fun, informality and symbolism led to the highest employee satisfaction - while those dominated by heavy drinking, rigid formality or unclear purpose were linked with higher dissatisfaction. And according to Relationships Australia, nearly a quarter of employees now prefer a team-building activity or family-friendly event over a traditional dinner or boozy night out. The message is clear: employees value experiences that feel inclusive, authentic and aligned with their values, not just an open bar. π‘ What Works Better Now Many organisations are experimenting with new ways to celebrate, and they’re seeing better engagement because of it. β
Activity-based celebrations: lawn bowls, escape rooms, trivia nights or volunteering days bring teams together through shared experiences rather than shared drinks. β
Family-friendly events: picnics, BBQs or daytime activities allow parents and carers to join in without the guilt (or babysitter costs). β
Hybrid-friendly connection: remote teams can still join the fun through online trivia, care packages, or regional meetups. The key is inclusion — not perfection. β€οΈ What Brené Brown Reminds Us As Brené Brown’s research has shown, true belonging and trust don’t come from surface-level gestures or forced fun. They’re built through shared vulnerability, connection and meaningful recognition. Your team doesn’t need another party - they need to feel valued, seen, and part of something that matters. π The Takeaway The best celebrations aren’t the loudest - they’re the most intentional. Whether it’s a relaxed BBQ, a bowling afternoon or a shared volunteering day, the goal is the same: end the year connected, not chaotic. Because connection lasts longer than cocktails - and it’s the best investment you’ll make in your culture before the new year begins.
From 1 November 2025, Fair Work has quietly made another round of changes to the rules governing fixed-term contracts, and if you use contractors, project staff, or short-term hires, this one matters. A new version of the Fixed Term Contract Information Statement (FTCIS) has been released to reflect updates to the additional exceptions that determine when fixed-term contracts can be used. Let’s take a look at what’s changed, who’s affected, and what you need to do next. Quick Refresher: What Are the Current Rules? Since 6 December 2023, employers can’t employ someone on a fixed-term contract that: β
runs for longer than two years (including extensions) β
allows more than one renewal β
is used consecutively for similar work These limits were introduced to stop employers from using rolling short-term contracts instead of offering ongoing employment. Fixed-Term vs Maximum-Term Contracts - What’s the Difference? These changes apply only to fixed-term contracts , not maximum-term contracts . A fixed-term contract automatically ends on a specific date, with no notice required. A maximum-term contract , on the other hand, runs up to a certain date but can end earlier under standard termination clauses. Because of this difference, maximum-term contracts aren’t subject to the same FTCIS limitations. However, employers should be careful not to use them as a workaround. Fair Work can still view repetitive or misused maximum-term contracts as avoidance behaviour . What’s New from 1 November 2025 ο»Ώ Here’s what’s been updated in the latest version of the FTCIS: 1οΈβ£ Temporary exceptions have ended for: Higher education Public hospitals These sectors now fall under the standard fixed-term contract limits unless another exception applies under their Award. 2οΈβ£ Temporary exceptions have been extended to 1 November 2026 for: Charities and not-for-profits (NFPs) with annual revenue under $10 million Medical and health research organisations with annual revenue under $100 million 3οΈβ£ Some exceptions have been made ongoing: Organised sport High-performance sport So for these sectors, the exemption continues without an end date. Why It Matters (Even If You’re Not in These Sectors) If your business uses fixed-term contracts for project work, seasonal roles, or grant-funded positions, you now need to: Issue the new FTCIS to every fixed-term employee hired from 1 November 2025 onward Check whether your contracts still meet the two-year or one-renewal rule Keep evidence if you rely on an exception, such as grant funding agreements or financial statements Avoid anti-avoidance behaviour such as rotating employees or re-labelling contracts just to extend them Failure to comply means the contract may not automatically end, leaving you exposed to unfair dismissal or redundancy claims. Action Steps for Employers Download the new FTCIS from fairwork.gov.au/ftcis Audit your current fixed-term contracts , including any renewals or casual conversions Review your onboarding process to ensure the correct information statement is issued every time Seek HR advice before offering or renewing any fixed-term arrangement beyond two years Final Word This update might sound minor, but it’s another reminder that Fair Work is tightening its grip on contract compliance. If you’re unsure whether your contracts meet the new rules or want to make sure you’re issuing the right version of the FTCIS, now’s the time for a quick check before the holiday break.
Over the past year, I’ve reviewed more than 50 employment and contractor agreements - all originally prepared by so-called experts. Some were drafted by lawyers. Others came from accountants. Many were supplied by industry bodies or pulled from ‘trusted’ HR platforms. Not one was truly compliant. In nearly every case, I found 10 to 20 issues - from outdated clauses to high-risk gaps that could leave the business wide open if something went wrong. It’s a blunt reality check: not all experts are created equal . Employment law moves fast, and generalist advice often misses the mark. If your contracts haven’t been reviewed recently - or were created by someone who doesn’t live and breathe workplace compliance - there’s a good chance they’re already outdated. Why SME Employment Conracts and Contractor Agreements Are So Often Wrong Small and medium business owners usually have good intentions — they want to do the right thing. But they also wear a lot of hats. Legal, HR, compliance... it’s a lot. So, they rely on: A law firm they used a few years back Their accountant (who probably shouldn’t be drafting employment contracts) Templates from industry bodies or HR software These options feel “safe” - but too often, they’re not. The problem is employment law isn’t static . It evolves constantly - and so do the risks. What was compliant two years ago may now be outdated or unlawful.. The Most Common Mistakes I see (Over and Over Again) Here’s what shows up in contract after contract: β Outdated or unlawful clauses Flat hourly rates that ignore overtime, penalty rates or Award obligations. Standard clauses that haven’t been touched since before the last Fair Work overhaul. β The wrong Award or classification Roles misclassified as Award-free. The same template used for casual, part-time and full-time staff. Missteps like these can lead straight to underpayment claims. β Embedded policies inside contracts Leave policies, social media rules or performance management processes that should live outside the contract — making them impossible to update without reissuing the agreement. β Missing or vague protections No privacy clauses for staff working in clients' homes. No expectations for behaviour around animals or in childcare settings. No provisions for travel, installations or factory-to-site staff movement. β Misused contract types Fixed-term used where maximum-term is safer. Apprentices left on outdated agreements after qualification. Small oversights that become big problems later. β Contractor agreements that blur the lines Contracts that look and read like employment agreements — exposing businesses to superannuation obligations, sham contracting claims and compliance headaches. Why This Should Worry You These aren’t small oversights - they’re high-risk compliance failures. And they can lead to: β οΈ Underpayment or overpayment claims β οΈ Entire contracts being ruled invalid β οΈ Fines for unlawful terms β οΈ Loss of legal protections if a claim arises β οΈ Reputational damage and regulatory scrutiny For a small or growing business, even one mistake can spiral into a costly distraction. Prevention is always cheaper — and smarter — than damage control. What You Can Do Right Now Here are three practical steps every SME owner or manager can take today: Sense-check your contract types Are you using distinct templates for casuals, part-timers, full-timers and contractors? If you’re reusing one-size-fits-all documents, stop. Each role needs its own structure and legal footing. Pull policies out of contracts If you’ve got leave, conduct, or social media policies embedded in the employment contract — extract them. These should sit in your handbook or internal policy library so they can evolve without renegotiating contracts. Confirm Award coverage and classifications Go back and check whether each role in your business is: Covered by an Award (and if so, which one) Classified at the correct level Being paid according to the applicable minimums and entitlements If you don’t know how to do that - or aren’t confident in your current setup — that’s your sign to get help. Step 4 (If You’re Still Unsure): Get a Professional Contract Review If it’s been a while since you reviewed your employment or contractor agreements, or if you’ve had changes in staff, structure or Awards, it’s time. A professional contract review will identify hidden risks, explain where you stand, and show you what needs fixing - before it costs you money, time or reputation. You don’t need to have all the answers, you just need to know when to ask the right questions. Book a consultation with us now - we’ll help you revuew your contracts and ensure your business stays protected.
From 26 August 2025, the Right to Disconnect became law for small businesses under the Fair Work Act. That means your employees now have a legal right to switch off outside their working hours and refuse unreasonable work contact. So, what counts as "unreasonable"? Unreasonable contact is any communication outside rostered or agreed hours that isn't: Critical (e.g. emergencies or urgent safety issues), Expected as part of the role (e.g. on-call workers), Compensated (such as through an on-call allowance or reflected in salary). Even if you're just “checking in” or sending a quick after-hours email, it’s the impact on the employee - not your intent - that matters. The law doesn’t ban after-hours contact - it gives employees the right to ignore it without consequences if it’s not reasonable. The Challenge for Employers Small business owners are often hands-on and operate outside 9–5. It’s not uncommon to shoot off an email or text late at night. But under this new law, those habits could land you in hot water - especially if an employee feels pressured to respond or penalised for not doing so. This shift means boundaries matter more than ever. Without clarity around roles, hours, and expectations, the risk of misunderstandings - and legal issues - goes up fast. 3 Things You Can Do Now β
Update your expectations around work hours and contact Clearly outline expectations around work hours, availability, and any after-hours duties to your managers, your team and if applicable in your position descriptions. Include in contracts if someone is compensated for after hours work. β
Create a simple communication policy Define what “reasonable contact” looks like for your team. This sets clear expectations and protects both you and your staff. β
Have the conversation Start open, non-confrontational chats with your employees about when and how you communicate. It’s a great opportunity to build trust while getting compliant. Not Sure What’s Reasonable? The safest way to move forward is to get tailored advice. Book a consultation with us - we’ll help you update your contracts, build a compliant policy, and ensure your business stays on the right side of the law.
One of the biggest workplace changes in 2025 is the new Employee Choice Pathway. It gives eligible casuals the right to request conversion to permanent employment and puts new responsibilities on employers to respond properly. Who’s Eligible? Casual employees can now request to go permanent if: They’ve worked for at least 12 months in a small business (less than 15 employees), or 6 months in a larger one. They believe their employment is regular and systematic - same days, same shifts, or the same number of hours each week. There’s a firm advance commitment to ongoing work (not just “as needed”). ο»Ώ Once a request is made, you have 21 days to respond in writing. You can only refuse if you have reasonable business grounds and you must explain your reasons in writing. The Challenge for Employers Some businesses rely heavily on casual workers for flexibility. But if you’ve got staff working fixed schedules for months at a time, they may no longer meet the casual definition. Refusing a request without solid grounds could expose your business to claims of unfair treatment or breach of the Fair Work Act. Many businesses assume “casual” means low commitment, but the law now says otherwise when you are using your casual in a regular and systematic way. 3 Things You Can Do Now β
Audit your casual workforce . Look at each casual’s hours and patterns of work. If it’s regular, systematic, and ongoing - you may have a future permanent employee on your hands. β
Prepare a process for responding to requests. Have a clear, documented process for handling conversion requests. Know the legal grounds for refusal, and don’t leave it until day 20 to decide. β
Talk to your casuals. A quick chat can prevent confusion or surprise. Let them know their rights and ask about their long-term goals - it’s a chance to retain great talent. β
What if a casual wants to stay casual? This is fine, but make sure you get their preference in writing – letter, email or text is fine, but make sure you keep a copy on their file. Need Help Navigating This? We help businesses assess casual arrangements and respond to conversion requests the right way. Book a consultation with one of our expert consultants, we’ll guide you through the steps and make sure your contracts and policies are solid.
Surprise audits are on. Here’s what’s happening and how to protect your business.
One SME was overpaying staff by $10/hour after being misclassified under SCHADS due to poor advice from a big- name HR provider. We fixed it, saved them $100K, and kept every team member on board.
Most business owners don’t avoid HR issues because they don’t care. They avoid them because they don’t know how to start. What do I say to someone whose performance has dropped? How do I handle it when two staff members aren’t getting along? How do I give someone a warning without making it worse? These are the moments where AI, used thoughtfully, can give you structure, language, and the courage to act. without replacing the essential human touch that real leadership requires. And it’s not just leaders who benefit. AI can also support staff preparing for difficult conversations with their manager, whether it’s asking for help, speaking up about stress, or flagging that they’re feeling stretched or unsupported. It’s a tool that can help both sides of the table show up better. But let’s be clear: AI isn’t the answer. You are. It just helps you get unstuck. Why do people avoid difficult conversations? Behind most avoided conversations is fear. Fear of being disliked. Fear of not having the right words. Fear of breaking something that feels fragile. Fear of not being able to repair trust if things go wrong. And when we avoid the conversation, the issue doesn’t go away. It simmers. It spreads. It shows up in team dynamics, trust breakdowns, disengagement, or resentment. That’s where AI can quietly step in, not as a savior, but as scaffolding. A way to rehearse. To say the hard thing softly before saying it out loud. There’s a saying: Easy conversations lead to a hard life. Hard conversations lead to an easier one. Avoiding discomfort might feel safer in the moment, but it often builds into something far more painful later. When we face things early, with honesty and care, we create workplaces where trust grows, tension clears, and people feel safe to speak up. It’s not about being perfect. It’s about being present and willing. Here Are 3 Practical Ways AI Can Help You Face People Issues It Gives You a Starting Point Whether it’s a performance conversation, a team reset, or a difficult “I’m not coping” moment, AI can help you break through blank page syndrome. You still need to bring your leadership lens, but having a first draft is often the hardest part. This is structure, not strategy. It Helps You Frame Feedback Without Emotion AI can help you depersonalise and professionalise your message. That’s especially helpful when you’re feeling frustrated or overwhelmed. You can use it to explain what’s not working and what needs to change with clarity, while adding your human context and care. AI won’t write it perfectly, but it can give you a foundation to build on. It Supports Courageous Conversations With a few smart prompts, AI can help you structure a script using techniques like the GROW model (Goal, Reality, Options, Will). This isn’t just for leaders. Imagine a staff member preparing to ask for support without fear of seeming weak. AI can help them find the words. Courage goes both ways. Why Heart-Based Leadership Still Matters Most AI can’t read the room. It doesn’t see the tired eyes, hear the quiet shift in someone’s tone, or pick up on the tension between what’s said and what’s meant. It can’t show warmth, create psychological safety, or rebuild trust when it’s been shaken. Leadership is a heart-based skill. It’s human-first. It takes courage, emotional intelligence, and the ability to sit in discomfort without rushing to fix it. AI will give you language. You give it meaning. AI Can’t - and Shouldn’t - Replace You AI can help you prepare. But it can’t: Read the room Offer empathy Rebuild trust Notice someone’s shaking hands or tearful eyes Navigate a heated moment with calm, human authority Make value based decisions That’s leadership. And that’s your job. AI can only support and help you be prepared for the conversation. You have to have it. Takeaways: If You’ve Been Avoiding That Conversation, Try This... Use AI to generate a first draft—just to get it out of your head and into motion. Structure your message using a framework like GROW or SBI (Situation, Behaviour, Impact). Review it through a legal and values lens: Is it fair? Respectful? Aligned with policy? Practise it. Say it out loud. Get feedback if needed. Lead the conversation. Don’t outsource your courage. Or your care. ο»Ώ Remember: Leaders set the tone. And silence is a tone too. Final Thoughts AI can’t feel discomfort. But it can help you move through it faster. It can’t sense fear—but it can give you the words to walk through it. Whether you’re preparing to give feedback, ask for help, or reset a team relationship—it’s time to stop avoiding and start leading.
“Just ask ChatGPT.” It’s become the default advice for everything—from writing a recipe to managing staff issues. And while it might work for dinner ideas, when it comes to HR—especially in Australia—it can cost you thousands, damage your reputation, and land you in legal hot water. Why? Because AI isn’t trained on your policies. Or our Fair Work system. Or your obligations under the SCHADS, Retail, Clerks, or Manufacturing Awards. It’s trained on patterns. Not on legal precedent. Not on nuance. But more and more businesses are using free AI tools to: Get advice on pay rates or Award coverage Write termination letters Draft employment contracts Handle conflict and underperformance And they’re making expensive mistakes as a result. I recently had a potential client plugging the information I was providing them into AI—just to “check” if I knew what I was talking about. Then came the awkward (and somewhat heated) conversation when the AI tool gave them a different answer than I did. The heated part wasn’t on my end—it was the client who chose to trust good old Charlie Chat over my 20+ years of real-world HR and compliance experience. Let’s just say, Charlie Chat won’t be showing up beside them at a Fair Work hearing. I know tools like ChatGPT are incredibly convincing but that’s because they’re designed to be. They mimic confidence. They use professional language. But they don’t understand your legal risk, your workplace culture, or the impact of a poorly handled conversation. They don’t know how to read a tense pause in a meeting or recognise that an employee is struggling with burnout masked as underperformance. Real Mistakes, Real Consequences π» Incorrect Pay Rates: A small business owner relied on ChatGPT to calculate casual pay for a retail worker. The AI didn’t factor in the minimum engagement period or weekend penalty rates. The business ended up owing nine months of backpay and faced a Fair Work audit after a complaint. π» Unenforceable Contracts: A client copied and pasted a contract clause from an AI draft, thinking it sounded good. But the non-compete clause had no geographical scope and wasn’t relevant to NSW employment law. The employee left and immediately started a competing business - legally. π» Flawed Termination Advice: An SME used AI to guide a dismissal. It missed key steps like formal warnings, offering a support person, and procedural fairness. The business owner was shocked to receive a general protections claim and had no proper records to support their version of events. Why This Happens Free AI tools like Claude, ChatGPT and others sound confident. That’s their design. But they don’t: β Know current Award rates β Verify Australian employment laws β Understand Fair Work procedures β Read emotional dynamics or workplace context And more importantly, they aren’t accountable if things go wrong. You are. In small businesses, it’s easy to think AI is the smarter, faster, cheaper option. You’re time-poor. You’re trying to get it right. And maybe you didn’t realise HR is actually a specific skill set you need help with - because isn’t it just about chatting to your people every now and then? Unfortunately, it’s not. HR is layered with nuance. It’s legal, yes, but it’s also emotional, relational, and strategic. And AI can’t lead with empathy, adapt to cultural dynamics, assess risk, or understand what truly keeps people engaged, safe, and supported. That doesn’t mean AI has no place in HR. Used with care, it can help you draft a job ad, map out onboarding steps, or summarise a policy. But when it comes to decision-making—especially involving real people, risk, or conflict - human judgment is non-negotiable. HR isn’t just about policies, it’s about people. And when AI gets it wrong, it’s not just a legal risk, it’s a leadership one. Trust gets shaken. Communication suffers. And people start to feel like they’re working for a machine, not a business that values them. 5 Questions to Ask Before You Use Free AI Advice: Would I trust this advice in front of FairWork representative, SafeWork Inspector or another third party? If not, don’t act on it. Have I checked this advice against current Australian legislation or Awards? If not, you’re flying blind. Does this situation require judgment, empathy, or leadership? AI can’t offer any of those. Am I clear on my legal obligations—not just “common sense”? AI doesn’t know your compliance context. If this goes badly, who’s responsible? You are. Not Charlie Chat. AI is a powerful tool, but it’s not your legal team, your HR manager, or your conscience. Final Thoughts AI will give you fast answers. But HR isn’t about speed - it’s about risk, relationships, and results. Use AI for admin and structure. Use a human for anything that carries weight, risk, or impact. You don’t need to fear AI, you just need to know where it belongs. Use it to make your systems smarter, not to replace your leadership. Because at the end of the day, AI doesn’t lead people. You do.
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