Discover how we make a difference.

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Case Study 1

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Payroll compliance support for a growing industrial trade business.

Situation

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• We were approached by a bookkeeper who had taken over the payroll support for a growing family business.

• Concerns over compliance were the primary reason due to the more complex nature of the payroll relating to award classifications, entitlements and award coverage. 

• There were also in-efficiencies with payroll administration due to it being manual and the high potential for human error in the process.

Action

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• We met with the owners and the bookkeeper to understand the situation and developed a plan to do an initial payroll audit.

• We worked with the bookkeeper to identify the areas of concern and shared our findings with the owners along with some solutions for automating their timesheeting in a way that would reduce manual data input for calculating the various award entitlements and offer in-time reporting for the owners and bookkeepers to have access to.

• During the process we worked with the owners to review the employments contracts used and developed a new template that created consistency and reduced liability in the future for their business.

• We also became their HR support team for on-boarding new team members to ensure that all required documentation was issued accordingly and accurately in the future for all new team members.

Outcome

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• The business had a fully automated and accurate time-sheeting system in place to improve accuracy and reduce time for employees and the bookkeeper each week when they were doing the payroll.

• Appropriate employment contracts were put in place for all roles and policies were implemented to ensure the business was compliant.

• The bookkeeper worked closely with us in an ongoing manner when required to ensure award compliance was adhered to across the business.

• We supported Senior Managers with ongoing HR and IR matters and improved the way the business was able to respond to disputes and reduce conflict in the business by getting on top of things early.

• The business owners had peace of mind that their business was operating compliantly and knew their team had the support required to deal with any situations in a timely manner given we had strong knowledge of the business and had formed good relationships within the team.

• Half a day week in time saved on payroll and improved reporting.

Case Study 2

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Leadership and team building for a growing family-owned transport business.

Situation

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• A business owner faced challenges in achieving alignment among their leadership team regarding the implementation of the business plan.

• There was conflict, misunderstandings and unnecessary stress in the team and the workplace.

Action

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• Provided a team ‘map’ illustrating the dynamics at play within the team.

• Assisted the team to develop a set of actionable steps to help them apply their newfound insights.

• We conducted individual behavioural assessments using eDISC, and facilitated a team workshop that enhanced each individual team members understanding of their individual behaviour style and that of their colleagues.

• Additionally, guided them in incorporating eDISC behavioural profiling insights into their daily routines to enhance collaborative efforts with in the team.

Outcome

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• During the workshop, as the team exchanged insights they discovered both their commonalities and differences, understanding the reasons why this was so, and how to leverage this to improve team performance.

• At both the individual and team levels, each member applied their newfound knowledge to communicate and work better together.

• This reduced unnecessary conflict, enhanced collaboration, raised team member's awareness of the impact they were having on others, and prompted them to seek ways to improve on this in the future.

• Helped the team develop and use a common language in their day-to-day interactions.

Case Study 3

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Negotiated an employee termination for an established trade business.

Situation

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• An employee had engaged in improper conduct and left the workplace stating he was taking stress leave.

• At no point did the employee provide evidence of his incapacity to attend work in support of his claim of work-related stress.

• Based on the employee's behaviours and conduct in the previous weeks, the employer had determined that the continuation of the relationship was no longer tenable.

• However, the employer had insufficient cause to terminate the relationship, and had not engaged in performance management, creating a risk of unfair dismissal claims.

Action

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• Meetings were held with both the employer and employee. Determined that the relationship was no longer tenable.

• Employer was willing to negotiate a separation agreement to part ways on amicable grounds.

Outcome

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• The employer no longer wished to continue employing the employee.

• To mitigate the risk of unfair dismissal, the employer opted for a without-prejudice process with the view to ceasing the relationship through a fair settlement payment.

• This approach proved more efficient and cost effective compared to initiating a performance management and show-cause process, which could involve the risk of unfair dismissal and additional representation costs.

• Business owner confident and reassured on the outcomes achieved.

Case Study 4

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Unfair dismissal claim avoided for professional trade business.

Situation

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• We were contacted by an employer facing a situation where an employee’s behaviour and performance was having a negative impact on the broader team.

• The employer sought a swift resolution to address the issue.

Action

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• We spoke with the employer to understand the situation and gather relevant information.

• Subsequently, we presented the available options to the employer, outlining pros and cons, associated risks and the costs for each option.

• The client evaluated these scenarios and concluded that the risk of retaining the employee any longer was detrimental and the situation had become untenable.

Outcome

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• The client felt confident in the decision, and we offered comprehensive support throughout the entire process.

• This encompassed attending the meetings with the employee and providing the necessary documentation and offering guidance to ensure the process was completed compliantly.

• The employee attempted to claim for unfair dismissal at the Fair Work Commission, however the thorough process followed ensured the employee's case was not successful.

• Business owner confident and reassured on the outcomes achieved.

Case Study 5

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Getting the right structure in place to improve business performance for a family owned business. 

Situation

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• Our client suffered a business downturn which necessitated a workforce re-structure in order to keep the business viable.

• The priority was to ensure compliance, minimise effects on the broader team culture and performance, and provide proper support to those affected throughout the process.

Action

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• We conducted a workshop to analyse the present situation, pinpointed crucial roles and identified skillsets necessary for the future.

• Met with the owners determine the right structure and plan.

• Gained feedback from various team members to ensure the right level of input in order to facilitate the best possible outcome.

Outcome

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• We assisted the client in re-structuring their workforce, following the right engagement process with employees to ensure positive outcomes for those impacted.

• We ensured that the change did not adversely impact employee engagement, team culture and morale.

• Our client experienced relief, expressing confidence in the plan and feeling supported at every step of the process, resulting in a positive outcome.

Case Study 6

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Helping the owners of a growing professional services business step back and work more on their business.

Situation

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• Business owners were heavily involved in day-to-day operations and expressed a desire to step back and transition into more strategic roles in the future.

• Uncertain about the process, experiencing fatigue and a sense of being 'stuck' in the business, particularly with the entire business operations reporting directly to them.

Action

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• We consulted with the business owners to outline the future workforce plan, organisational structure, pinpointing employees capable of assuming more senior roles.

• We assisted the business owners to restructure the workforce, facilitating the promotion of two senior leaders, and fostering the development of other high potential employees to elevate and broaden their skills.

• We conducted bi-monthly meetings with the newly formed senior leadership team, putting plans in place and providing support to ensure the changes resulted in a positive culture shift and improved performance.

Outcome

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• Within 12 months, the business owners successfully transitioned to their preferred roles, while the new senior leaders developed clear strategies to lead and execute the business plan.

• The broader workforce was performing well, and notable improvements in overall effectiveness and efficiency were achieved across the business.

• Ongoing, regular meetings were held with the leadership team to ensure that the planning is actively implemented through coaching and mentoring sessions.

Case Study 7

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Fair Work Ombudsman support for a commercial business. 

Situation

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• An employee lodged a wage complaint against their employer, alleging underpayment of wages and entitlements.

• The employer, lacking prior experience in handling such matters sought assistance to review the case and represent the business during the course of the investigation.

Action

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• We acted as an advocate throughout the investigation, which included conducting calculations, responding on behalf of the employer and ensuring compliance with legislative obligations in responding to Notices etc.

• We provided consultation and guidance to the Employer regarding actions in response to requests from the Fair Work Ombudsman (FWO) and ensured adherence to any directives outlined in the FWO’s correspondence.

Outcome

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• By adhering to specific directions provided by the FWO, we successfully demonstrated and supported the fact that the employee had not been underpaid across the employment period.

• Despite attempts by FWO to adjust its position on how calculations should be conducted, we asserted that this position was in contradiction to the initial requirements provided.

• The Investigation was finalised no underpayment due to the employee and no further action required of the employer.

• This outcome was achieved through understanding the processes and obligations of complying with the FWO’s directions, and refraining from unnecessary conversations which could impact the employers position.

Case Study 8

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Payroll review uncovers compliance gaps in early childhood education provider. 

Situation

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• An early childhood education and long day care provider in Victoria engaged People Squared to conduct a payroll review for the period 2016-2022.

• The objective was to assess compliance with the Fair Work Act 2009 (Cth) and the Enterprise Agreement, specifically focusing on minimum wage compliance and employee entitlements.

• The employer, lacking prior experience in handling such matters sought assistance to review the case and represent the business during the course of the investigation.

Action

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• People Squared conducted a thorough payroll review using a specially developed tool.

• The review focused on key areas such as rostering clauses, overtime payments, and leave entitlements.

• Detailed data analysis was performed to compare prescribed ordinary hours with actual hours worked and paid, identifying any discrepancies.

Outcome

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• The review revealed that most employees were paid above the minimum rates, but issues were found in the application of rostering clauses, leading to unpaid overtime and minor underpayments.

• While no significant financial detriment was identified, technical contraventions were noted in areas such as overtime, leave entitlements, and record-keeping.

• Recommendations included rectifying underpayments, developing a tailored Enterprise Agreement, updating employment contracts, and digitising time and attendance records to improve compliance and reduce future risks.