Employment

All employers now subject to employee “right to disconnect”

Whilst it isn’t news that, under amendments to the Fair Work Act 2009 (Cth) (FW Act) and consequent amendments to Modern Awards, from 26 August 2024 employees of larger employers have the new ‘right to disconnect’ outside of work hours… what many small businesses employers don’t realise is that this law will also apply to them from 26 August 2025.

What is a “small business employer”?

A small business employer is an employer with fewer than 15 employees at a particular time.

When counting the number of employees, employees of associated entities of the employer are also included. Casual employees are not included in this headcount unless they are engaged on a regular and systematic basis (but they also have the right to disconnect).

So what is the “right to disconnect”?

Employees have the right to refuse contact outside their working hours unless that refusal is unreasonable. This right means an employee can refuse to monitor, read or respond to contact from an employer or a third party (such as customers, clients, suppliers and related businesses) outside of an employee’s working hours.

Contact is broad and can include in person contact, calls, emails, texts, WhatsApp chats or through other Apps etc.

The right to disconnect is a protected right all employees have under the FW Act. An employee can’t be punished or adversely treated for enforcing a workplace right. Employees are protected from any disciplinary action for reasonably ignoring such emails.

What is “unreasonable”?

When working out whether an employee’s refusal is “unreasonable” other matters may also be considered but the following factors must be considered:

  • the reason for the contact
  • how the contact is made and how disruptive it is to the employee
  • how much the employee is compensated or paid extra for:
    • being available to perform work during the period they’re contacted, or
    • working additional hours outside their ordinary hours of work
  • the employee’s role in the business and level of responsibility
  • the employee’s personal circumstances, including family or caring responsibilities.

It will be unreasonable for an employee to refuse to read, monitor or respond if the contact or attempted contact is required by law.

Importantly, employers are not prohibited from initiating contact with employees, but the employee is not obliged to respond unless it is deemed ‘reasonable’ for them to do so.

Senior employees on large salaries will have limited access to this right as their role or remuneration already will likely include ‘reasonable additional hours’. These laws are mainly for the benefit of Award and lower level employees and those who are expected to be available on call without additional compensation.

Disputes

Disputes about an employee’s right to disconnect should first be discussed and resolved at the workplace level (s.333N).

If that isn’t possible, employees or employers can go to the Fair Work Commission (FWC) to deal with a dispute (s.333P).

The FWC can:

  • make a stop order
  • deal with the dispute in other ways (for example, by holding a conference to try to resolve the dispute), or
  • both.

FURTHER INFORMATION

For further information in relation to business succession, estate planning, litigation and dispute resolution or any commercial law matter, contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your commercial law needs.

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in Business / Commercial Law / Dispute Resolution / Employment / General / Litigation / Risk management  by 02 Aug 2025 0 comments

What is an Injunction?

An injunction is a Court order directing a person or entity to do a specific thing or not to do a something.

Most injunctions are temporary and are often made pending the outcome of a full hearing (known as an “interlocutory injunction“). An example may be to restrain a former employee from doing work for former clients where they have agreed to post-employment restraints pending a hearing on whether the restraint is lawful or to prohibit the publication of a potentially defamatory article in a newspaper or television program.

A Court will not grant an interlocutory injunction unless:

  • the Plaintiff has made out a “prima facie” case – a sufficient likelihood of success to justify in the circumstances the preservation of the status quo pending the trial – or established that there is a serious question to be heard;
  • the balance of convenience favours the granting of the injunction; and
  • the Plaintiff provides “the usual undertaking as to damages” (that they will pay any damages the restrained party suffers if at a final hearing the Court determines that the injunction wasn’t justified).

A Court has discretion as to whether to make such an order and will consider thongs like whether or not you have asked the other party to do/not do the relevant thing, whether damages would be an appropriate remedy, if you have waited too long to seek the order etc.

Where an injunction is sought from a Court without the affected party being notified, this is known as an “ex-parte injunction” as it is made in the absence of a party. They are for that reason only temporary and the Court requires the applicant to disclose all relevant facts to the case, including those that may lead to refusal of the application, not just those in favour of the injunction as there is no respondent in Court to oppose it. Examples can be “freezing orders” that stop the sale of assets or to freeze a bank account to preserve them pending the Court’s further orders.

Mandatory injunctions can be obtained where for example a party to a contract refuses to comply with their lawful obligations under it. An example of this is a party to a Contract for the Sale of Land that unlawfully refuses to sign a Transfer in registrable form. Such an injunction imposes a positive obligation on the affected party to do something, not just stopping them from doing something.

FURTHER INFORMATION

For further information in relation to business succession, estate planning, litigation and dispute resolution or any commercial law matter, contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your commercial law needs.

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in Business / Commercial Law / Debt Recovery / Dispute Resolution / Employment / General / Insolvency & Bankruptcy / Intellectual Property / Litigation / Property  by 01 Jun 2025 0 comments

Casual employment changes

On 26 August 2024, there are more casual employment changes for employers to consider:

  1. a new definition of “casual employee” comes into effect;
  2. casual employees will have the right to request to convert their casual employment to a permanent one after 6 months (instead of 12 months); and
  3. Casual employee information statements have to be provided more often

New definition of casual employment

From 26 August 2024, a new definition of casual employment in the Fair Work Act 2009 (Cth) (Act) applies as follows:

“An employee is only a casual where:

(a)  there is no firm advance commitment to continuing and indefinite work, considering a number of factors, including the real substance, practical reality, and true nature of the employment relationship, and

(b)  they are entitled to receive casual loading or a specific casual pay rate.”

This is a substantial move away from the prior position in s.15A of the Act following the High Court of Australia’s judgment in Workpac Ltd v Rossato & Ors [2021] HCA 23 that determinative weight is to given to what was stated in the employment contract. Now there is no single determinative factor of casual employment but rather the substance of the arrangement is to be considered.

Employee choice – casual conversion

Generally, from 26 August 2024, where an employee of a business (other than small businesses) believes they no longer meet the new casual employee definition, they will have the right to request conversion of their casual employment to a permanent one after 6 months instead of 12 months.

Prior to this date, once a casual had been employed for 12 months and was working a regular pattern of hours on an ongoing basis without significant change in the last 6 months of their employment, the employer had to make a written offer of casual conversion within 21 days of the anniversary of their commencement date and the employee had 21 days to accept or reject it.  Similarly, a casual could request it and the employer could only reject it within 21 days on reasonable grounds or if the employee didn’t meet the regular pattern requirement.

For small business employers, from 26 February 2025, casual employees will have the right to request to convert their casual employment to a permanent one after 12 months. Prior to this, small business employers did not have to deal with casual conversion requests or offer them at all.

Under the new regime, employers may still refuse but only on grounds that the definition isn’t met or that fair and reasonable operational grounds apply such as that it would have a significant impact on the business, that substantial change to the business is required etc.

Casual Employment Information Statements

From 26 August 2024, the Casual Employment Information Statements will need to be provided to

  • new casual employees before, or as soon as possible after, they start their casual employment
  • all casual employees employed by non-small businesses as soon as possible after
    • 6 months of employment
    • 12 months of employment; and
    • every subsequent 12 months of employment
  • all casual employees of small businesses as soon as possible after 12 months of employment.

Note that there is no change to the requirement for Fair Work Information Statements on commencement of employment.

Steps for employers to take

Employers should urgently:

  1. check the commencement date for all staff and diarise to review obligations each 6 months
  2. send CEIS as required
  3. consider whether employees are in fact casual
  4. consider if conversion offers need to be made
  5. if necessary, issue updated Contracts of Employment

FURTHER INFORMATION

For further information, contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Commercial Law / Dispute Resolution / Employment  by 01 Aug 2024 0 comments

What is redundancy?

If an employer no longer needs a role to be performed or doesn’t need the same number of employees to perform certain tasks, then an employee’s position can be made “redundant”.

Reasons for redundancy can include:

  • the job the employee is doing is being replaced by new technology/machinery
  • outsourcing tasks to contractors
  • an slow down affecting the business
  • a restructure or reorganization of the business or a merger or takeover taking place
  • the business stopping trading

Redundancy may or may not however, result in an obligation on the employer to pay the affected employee ‘redundancy pay’ (sometimes called ‘severance pay’). This, and the amount, depends on:

  • the length of employment
  • the employer’s size
  • whether the employee can be redeployed
  • the terms of the:
    • employee’s employment contract
    • any applicable Award or Enterprise Agreement; and
    • the Fair Work Act / National Employment Standards (NES).

An employee must have been employed for 12 months or more for redundancy pay to even be considered.

If the employer employs less than 15 (full time or full time equivalent, not casual) employees at the time of dismissal, then there is no entitlement for redundancy pay, unless your Award, Contract or Enterprise Agreement provides for it.

If there is no other position the employee could be redeployed into or if an offer to do so is not accepted, the amount of redundancy pay can be reduced, or even removed.

Redundancy pay is based on ordinary rates of pay (so it doesn’t include bonuses, commission, overtime, loadings, allowances etc).

If redundancy pay is payable, then the table in the NES applies.

Often there is a requirement for employee consultation regarding major workplace changes that could result in dismissal.

If a redundancy is not “genuine”, then issues of potential unfair dismissal can arise. If an employee is made redundant but, for example, someone else is hired at the time or soon thereafter to perform their duties, then the redundancy is not genuine.

Even if no redundancy pay is payable, notice (or payment in lieu thereof) is still required as the employment is being terminated (in addition to payment for all accrued employee entitlements).

FURTHER INFORMATION

For further information, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Asset Protection / Business / Commercial Law / Dispute Resolution / Employment  by 01 Apr 2023 0 comments

Are your employment contracts up to scratch?

All employers ought to have in place robust Employment Contracts for all employees, whether they are casual, part time, full time, interns, seasonal or fixed term and provide the appropriate information statement/s.

For those employers that have a template/base contract or for those that intend to update their contracts, say for example after a promotion, role change or pay increase, then this information is relevant for you.

The Fair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022 among other things imposed:

  • a prohibition on pay secrecy clauses;
  • limits on the ability to use fixed-term contracts; and
  • changes to flexible working arrangement request processing.

Pay secrecy

Sensibly, most standard form employment contracts contain confidentiality provisions including clauses that prohibit employees from disclosing their remuneration to other employees or anyone other than professional advisors such as lawyers, financial advisors and accountants.

Those clauses are no longer allowed and are not binding and employees now have a workplace right to share information about their remuneration or employment terms as they see fit.

Employers need to remove such clauses from new contracts entered into after 06 December 2022. Penalties can apply for breaches.

Fixed term contracts

From 06 December 2023, all employees on fixed-term contract (or consecutive shorter fixed term contracts) exceeding 2 years duration (or where there is more than one renewal even if less than 2 years duration) will be treated as continuing contracts, unless they fall within one of the limited exceptions in the Act or in a Modern Award.

Such employees will be entitled to unfair dismissal rules as part time and full time employees are. Penalties can apply for breaches.

Flexible work arrangements

The Fair Work Act (FW Act) contains a right for certain employees (eg, over 55s, those with disabilities, carers of young children or dependents or those involved with family violence) to request flexible working arrangements. Employers are obliged to consider those requests, but may refuse requests on reasonable business grounds.

From 06 June 2023, if an employer refuses a request or ignores it for greater than 21 days, then the fair Work Commission can intervene, direct arbitration and even make orders.

Employment contracts or workplace policies should be updated to include as much information as possible about the nature of the role, essential requirements etc, so employees understand what areas of flexibility may be feasible and what requests will reasonably be refused.

Workplace policies

In addition to having up to date and relevant Employment Contracts, employers also should have in place appropriate Workplace Policies. These can apply to employees as well as contractors to a business.

These can cover other issues such as the extension of areas of discrimination and harassment in the FW Act so employers can reasonably argue that all reasonable steps have been taken by them to prevent the discrimination or harassment.

FURTHER INFORMATION

For further information, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Business / Dispute Resolution / Employment / General / Risk management  by 01 Jan 2023 0 comments

What is a Confidentiality Agreement?

A Confidentiality Agreement (also known as a Non-Disclosure Agreement or NDA) is a legal contract, which should be used when sensitive information needs to be shared between two parties. It helps to ensure that the person or organisation that gains access to sensitive information doesn’t disclose it to a third party. Often the agreement is in form of a Deed.

NDAs are often used:

  • to protect confidential information or trade secrets;
  • as a precursor document to intellectual property use (such as patents) or where contractors are to assist developing new products or ideas (such as a new App);
  • for parties to be able to disclose sensitive information such as in the due diligence stages of a possible business sale or asset sale; or
  • even as part of employment contracts where employees may used the protected information during their employment and only for the purposes of furthering the employer’s business.

The obligations in a Confidentiality Agreement can last for a specified period of time or can be indefinite in their operation. The Coca-Cola recipe, for example, has been kept secret for well over 100 years.

The document would generally state why the information is being shared (without actually disclosing the confidential information being protected!) and the measures to be taken to ensure it remains confidential and is not used for any reason other than the stated purpose.

Where both parties are disclosing information to each other, a two-way or mutual NDA can be used to protect both the disclosing parties.

Without a proper and enforceable agreement, the party receiving the information may be able to do whatever they like with it. That said, just because you have an agreement, doesn’t mean it will be followed. Confidentiality Agreements also often deal with the consequences of misuse or unauthorized disclosure.

FURTHER INFORMATION

For further information, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Asset Protection / Business / Commercial Law / Dispute Resolution / Employment / Intellectual Property / Risk management  by 01 Oct 2022 0 comments

Termination of employment

There are 4 main reasons for an termination of employment:

  1. Misconduct (breaching the terms of the employment such as not following a reasonable and lawful direction or policy)
  2. Performance  (lack of skill, care, diligence etc)
  3. Capacity (not fulfilling the inherent requirements of their role)
  4. Redundancy (the employee genuinely no longer needs the employee’s role to be done by anyone, or the employer becomes insolvent/bankrupt)

The first thing to look at in any employment-related issue is the Employment Contract itself (as well as any relevant Award or industrial agreement) and depending on the issue, any relevant Workplace Policies or directions/notes on the employee’s file.

If the employee:

  • is a casual;
  • has not been employed for more the prescribed period (6-12 months);
  • was employed for an agreed fixed term or to perform a specific task; or
  • is on probation,

then termination of the employee is usually simple however, where these don’t apply, then the employee may potentially bring or threaten an:

  • unlawful dismissal claim; or
  • unfair dismissal claim.

Casuals

Given the nature of an ad hoc arrangement, casual employees usually don’t have to give any (or much) notice, and the same goes for the employer.

Generally, there is nothing a casual employee can do if they are terminated unless they have been employed for at least 6 months (or 12 months for a small business – see below), except if it was for an unlawful reason. Then the “general protections” in the Fair Work Act can come into play.

Fixed term agreement

If the employment was for a defined or fixed term and that time has ended, then they will not have been “dismissed”.

Probation

Often, the Employment Contract will have a probationary period in which the employee or the employer can terminate without providing any reason on short notice.

Probationary periods are usually 3-6 months, but can be extended.

GENERAL PROTECTIONS DISMISSAL (UNLAWFUL TERMINATTION) 

The Fair Work Act sets out several “general protections” to prevent employees being dismissed for things (each known as an “adverse action“) such as:

  • discriminatory reasons such as race, colour, sex, sexual orientation, age, religious beliefs, mental disability, marital status, family or carer’s responsibilities, pregnancy, religion, political opinion, national extraction or social origin etc (unless an inherent requirement of the job)
  • being absent from work because of illness, injury or parental leave
  • performing emergency volunteer work
  • union membership
  • making a complaint or commencing legal action against the employer or exercising a workplace right

Fines can apply for such dismissals in addition to reinstatement and payment of lost wages or salary.

Unlawful dismissal/adverse action claims must be brought within 21 days of the dismissal.

UNFAIR DISMISSAL

Where:

  • an employee has in excess of 6 months of service (or 12 months where the employer is a small business);
  • the employee’s income is below the high income threshold (compensation cap); and
  • the employee’s employment is covered by a modern Award or enterprise agreement, then

unfair dismissal can come into play if the employee’s dismissal was “harsh, unjust or unreasonable” (in the circumstances, considering the reason/s and the process followed) or if the employee felt they had no choice but to resign following such conduct (called “constructive dismissal“).

A termination is not unfair (and it is a complete defence to an unfair dismissal claim) where:

  • a small business follows the Small Business Fair Dismissal Code; or
  • in the case of a genuine redundancy.

Unfair dismissal claims must be brought within 21 days of the dismissal.

Small business exception

Where a business is classified as a “small business” (ie, it has 15 of fewer full time equivalent (including several part time staff but excluding contractors) employees, liability for unfair dismissal is removed where the small business employer has complied with the Small Business Fair Dismissal Code.

The Small Business Fair Dismissal Code Checklist sets out a simple and fair process to follow at termination.

Redundancy

A redundancy is “genuine” where the employer:

  • no longer requires the employee’s job to be performed by anyone because of changes in the operational requirements of the employer’s business;
  • has complied with any obligation in a modern Award or enterprise agreement that requires consultation about the redundancy; an
  • has considered if it would have been reasonable in all the circumstance for the employee to be redeployed within the employer’s business or any associated enterprise.

Additional payment called redundancy pay is payable in addition to notice and unpaid entitlements, such as annual leave etc.

NOTICE

When terminating employment (including for redundancy), the correct period of notice must be given, or payment in lieu if allowed as per the National Employment Standards and the Employment Contract.

An exception to this is “summary dismissal” (on the spot termination, without notice) when the employer believes on reasonable grounds that the employee’s conduct is sufficiently serious to justify immediate dismissal – usually for serious misconduct (theft, fraud, assault, sexual harassment, serious breaches of workplace health and safety rules and procedures or refusing to carry out a lawful and reasonable instruction that is part of the role.

MANAGING TERMINATION RISKS

Where termination is being considered, the employer must have a good reason for the termination and follow procedural fairness in the process.

Where poor performance is the issue, the employee ought to:

  • be informed of the issue, told what is expected and advised of the likely consequence of not improving -eg, termination) and be given a reasonable time to improve; and
  • have a reasonable opportunity to consider and respond to such allegations (and improve).

Where misconduct is involved (other than serious misconduct):

  • the employer ought to be able to point to specific terms of the employment or clear policies as to the conduct required (except where such poor conduct goes without saying); and
  • a proper investigation ought to take place, with the employee having a proper opportunity for the employee to respond to such matters.

Capacity being in issue is often self-evident, such as not being able to do a job – for example a professional licence or vocational qualification lapsing.

Consider how other employees had been dealt in the past with for similar conduct and the position, past conduct and length of service of the employee also.

Keep detailed records of warnings, meetings and counselling (3 warnings are not always required)

The employee should have opportunity to have a support person at interviews and the employer may want a second person (a witness) present.

Maintain a level of professionalism and give notice of termination in writing.

FURTHER INFORMATION

For further information, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Business / Commercial Law / Dispute Resolution / Employment / General  by 01 Jul 2022 0 comments

Limitation periods

There are limitation periods that apply to various legal cause of action.

The effect of a limitation period in relation to a legal cause of action is that claims become time-barred, and therefore unable to proceed, where the relevant period of time has elapsed without a claim being brought through the relevant Court or Tribunal.

There is no “Statute of Limitations” in New South Wales as such but there is the Limitations Act 1969 (NSW) which has a default limitation period regime where there is no specific timeframe set out in the relevant Act (such as the Succession Act 2006 (NSW), Home Building Act 1989 (NSW), Defamation Act 2005 (NSW), Fair Trading Act 1987 (NSW), Fair Work Act 2009 (Cth), Criminal Procedure Act 1986 (NSW) etc).

The Limitation Act (or the relevant specific Act) describe the types of legal actions and the limitation periods that apply to them such as the following civil claims:

Cause of action Limitation period
Contractual claims 6 years from the date on which the cause of action accrued
Negligence 6 years from the date on which the cause of action accrued
Family provision 12 months from date of death
Cause of action founded on a deed 12 years from the date on which the cause of action first accrues
Enforcing a judgment 12 years from the date on which the judgment first becomes enforceable
Defamation 1 year from date of publication
Unfair dismissal 21 days from the date of dismissal of employee

NOTE – this is a general guide only – you should get specific advice as to the limitation periods that apply to your specific circumstances

Different limitation periods apply to causes of action in different jurisdictions, such as the Commonwealth or those of each State and Territory. Limitation periods can also apply to some criminal matters but serious crimes generally do not have such limitation periods.

In some very limited circumstances, the relevant limitation period may be able to be extended.

FURTHER INFORMATION

For further information on litigation and dispute resolution, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Debt Recovery / Dispute Resolution / Employment / General / Litigation / Risk management  by 01 Dec 2021 0 comments

Could you be a shadow director?

Shadow directors

The term ‘director’ is defined in s.9 of the Corporations Act 2001 (Cth) (Act) to mean:

(a)          a person who:

(i)            is appointed to the position of a director; or

(ii)           is appointed to the position of an alternate director and is acting in that capacity;

regardless of the name that is given to their position; and

(b)          unless the contrary intention appears, a person who is not validly appointed as a director if:

(i)            they act in the position of a director; or

(ii)           the directors of the company or body are accustomed to act in accordance with the person’s instructions or wishes.

That is, (a) refers to directors notified to ASIC and (b) covers those who are de facto directors or shadow directors.

Consequently, a person who has not been validly appointed as a director of a company (and whose details are not therefore recorded in ASIC’s registers) may nonetheless be deemed a director of that company if they have influence to the extent that the directors of the company are accustomed to acting in accordance with the person’s instructions or wishes or if they act as if they are a director.

Indicators of being a shadow director

Examples of being a de facto or shadow director can include:

  • having independent authority to negotiate and manage executive matters on behalf of the company (like negotiation of important contracts or the managing employment)
  • promotion of the person to the public as having power to bind the company.
  • having unfettered control of the company’s bank accounts
  • being involved in setting up the company

Subparagraph (b)(ii) does not generally apply to advice given by the person in the proper performance of functions attaching to the person’s professional capacity (such as an external accountant, lawyer or professional adviser), but can include employees and spouses of directors (who may own assets as part of a risk minimization/asset protection strategy implemented by their director spouse).

Those that sit on so called “advisory boards” should pay particular attention to the way in which they carry out their roles and the way in which the company follows (or questions or considers) their recommendations or suggestions.

Consequences

A shadow director will be required to comply with director duties under the Act and can become liable for things like insolvent trading under section 588G.

If you are determined to be a shadow director, penalties can include:

  • a fine of up to $200,000, imprisonment for up to 5 years, or both;
  • personal liability for any loss or damage incurred; and
  • permanent or temporary orders prohibiting you from taking part in the management of a company.

How to help prevent being a shadow director

Steps that can be taken to help minimize the risk of being deemed a director of a company or the consequences of it include:

  • documenting the authorities of key personnel, including limits on authorities, autonomy and decision making (including in employment contracts, workplace policies etc)
  • putting in place robust internal procedures for decision making and approvals
  • ensuring ASIC registers are accurate and up to date
  • limiting advice provided to that which is within your professional qualifications
  • advisors, key staff and ‘advisory boards’ presenting any advice as a recommendation for a company’s consideration, rather than being a direction or instruction to the company or its board
  • otherwise, properly documenting communications
  • consider appropriate insurances

FURTHER INFORMATION

For further information in relation to any business related or company matters, please contact McKillop Legal on (02) 9521 2455 or email help@mckilloplegal.com.au 

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Asset Protection / Business / Commercial Law / Dispute Resolution / Employment / General / Insolvency & Bankruptcy / Litigation / Risk management  by 01 Jun 2021 0 comments

New laws for casual employees

The Fair Work Act 2009 (Cth) (Act) has been amended with effect from 27 March 2021 in relation to casual employees.

Here are the 4 practical steps that most employers should take to help ensure compliance with the Act and prevent disputes from arising with their casual employees:

1.            Casual Employment Information Statement

The Fair Work Ombudsman has now made available a new Casual Employment Information Statement (CEIS). Both new and existing casual employees must be given a CEIS.

From 27 March 2021, all employers must give every new casual employee a CEIS before, or as soon as possible after, they commence their employment.

Small business employers (those with less than 15 employees) must give their existing casual employees (those employed before 27 March 2021) a copy of the CEIS as soon as possible after 27 March 2021.   All other employers must give their existing casual employees a copy of the CEIS as soon as possible after 27 September 2021.

Note that the CEIS does not replace the Fair Work Information Statement (FWIS). The FWIS is still required to be provided to every new employee (casual employees should receive both the FWIS and the new CEIS).

2.            Update casual employment contracts

The Act now includes a definition of ‘casual’ employee. Under the new definition, a person is a casual employee if they accept a job offer from an employer knowing that there is no firm advance commitment to ongoing work with an agreed pattern of work.

With retrospective effect, the question of whether an employee is a casual is now assessed based on what was agreed when the employment was offered and accepted, not on the pattern of hours later worked or some other subsequent conduct occurring during the course of their employment.

Employment contracts for casuals, if they don’t already, should:

  • state that the employment is casual;
  • specify that the employer can elect to offer work and that the employee can elect to accept or reject it; and
  • confirm that there is no guarantee of ongoing or regular work and that the employee will only work as required.

3.            Specify the casual loading in employment contracts and payroll documentation

The changes to the Act also remove the ability (which arose from several recent cases such as Workpac v Rossato) for employees to “double-dip” and receive entitlements as permanent staff as well as retaining the casual loading already paid to them (in lieu of such other entitlements).

The amounts actually paid to the employee as casual loading operate as a reduction to, or are set off against, of any amount that may later be determined to be payable by the employer for permanent employee entitlements.

Casual employment contracts thus should:

  • clarify that the employee is paid a casual loading (usually 25%) and that the loading is paid on the basis that the employee is not entitled to relevant permanent employment entitlements such as annual leave, paid personal leave, redundancy pay and the like; and
  • identify the dollar amount of the loading from the base hourly rate where possible.

Further, payroll documentation (including payslips) should separately identify the dollar value of the casual loading paid in each pay period.

4.            Identify eligibility for casual conversions

Once employed as a casual, an employee will continue to be a casual until they either:

a)       become a permanent employee through:

(i)            casual conversion, or

(ii)           are offered (and accept the offer of) full-time or part-time employment, or

b)      stop being employed by the employer.

Although many employers had pre-existing casual conversion obligations in relevant Modern Awards or enterprise agreements, these casual conversion provisions are now included in the National Employment Standards (NES), which means that now employers that were not historically subject to such conversion obligations are subject to the casual conversion pathway regime. Small business employers (with fewer than 15 employees) are not subject to these rules.

The new provisions require employers to offer permanent employment to any casual employee who has:

  • been employed for 12 months; and
  • worked a regular pattern of hours on an ongoing basis for at least the last 6 months of that period; and
  • the employee could continue working those hours as a permanent employee without significant change.

An employer need not make an offer of casual conversion if there are “reasonable grounds” not to, based on facts that are known or reasonably foreseeable (such as where the employee’s position will cease to exist within 12 months, the hours of work that employee is required to perform in the following 12 months will be significantly reduced or the employee’s availability cannot accommodate the significant change in the employees’ hours/days required to be worked).

During the 6-month transition period ending 27 September 2021 and from then on, employers should identify any employees that may meet the criteria for conversion and make an offer of casual conversion to an eligible employee within 21 days of the employee attaining 12 months of employment. There is a form and process relating to the offer (and its acceptance).

FURTHER INFORMATION

Craig Pryor is principal solicitor at McKillop Legal. For further information in relation to any employment related issue or any business/commercial law matter, contact Craig Pryor on (02) 9521 2455 or email craig@mckilloplegal.com.au

This information is general only and is not a substitute for proper legal advice. Please contact McKillop Legal to discuss your needs.

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in Business / Dispute Resolution / Employment / General / Litigation / Risk management  by 01 Apr 2021 0 comments