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A checklist of minimum safety and technical requirements for home-based work is essential to ensure the arrangements are trouble-free, and that employees understand their obligations and responsibilities.

Employers can significantly reduce the risk of a psychological injury claim if they practise eight important steps, say Hicksons employment lawyers Brad Swebeck and Stewart Cameron.

Most HR policies fail to deal with modern bullying, discrimination and harassment challenges - including after-hours misconduct and misuse of social networks - says workplace lawyer Brad Swebeck.



In this presentation, he and fellow Hicksons Lawyers partner Stewart Cameron outline:

• How to detect, prevent and manage bullying, discrimination and harassment;
• New psychological injury risks posed by misuse of social networks/media;
• What to include in bullying and harassment policies;
• Your rights and responsibilities when managing employees' out-of-hours behaviour;
• Appropriate responses to employee complaints;
• Lessons to be learned from successful claims brought against employers;
• How to defend spurious claims;
• How to avoid claims arising from performance management; and
• HR managers' liability for psychological injury under the existing and new OHS national framework.

The needs of mature-age employees are similar to those of many new parents or pregnant women in the workplace, according to a consultant for National Australia Bank, who recommends focussing on flexibility and recognition to accommodate older workers.

If you haven't already registered to attend "Adverse action - Know your risks", today is your last opportunity.

Here are five tips for investigating potentially sensitive or personal issues at work, from experienced investigator and workplace lawyer, Brad Petley.

A proponent of an award-winning gender diversity initiative says that if she had her time again, she would have been bolder when implementing change, foregoing her initial "softly, softly" approach.

The simplest solutions are usually most effective when it comes to accommodating people with a disability in the workforce, according to CEO of The Deaf Society of NSW, Sharon Everson.

Some roles are commonly dismissed as "dead-end-jobs" - making them difficult to attract and retain staff in - but service provider Aegis has come up with a simple and effective way to show employees this doesn't have to be the case.

Poor performers are an unfortunate reality for many workplaces, so employers need a process that mitigates their legal risks when managing employees "up or out".



In this webcast, employment lawyer Natalie Spark outlines:

• How to minimise the legal risks associated with performance management (including adverse action, unfair dismissal, bullying and stress claims);
• Options for managing poor performance - and how to decide which to take;
• Lessons learned from successful claims against employers; and
• Case studies of performance management-related claims.