Wow! What a week the Industrial Relations team have had! Allan Peter – Federal Secretary, Peter Cooper – Senior Industrial Relations Advocate, and Peta Imber – Industrial Relations & Compliance Advisor all attended the ACTU’ s NexGen17 Conference at the International Convention Centre at Darling Harbour.
The first ever event organised under the leadership of the ACTU’ s newly elected Secretary, Sally McManus, saw three days of intensive seminars, workshops, and networking, supported by over 1100 attendees including Trade Unionists, Union Officials, Organisers, and Delegates.
NexGen17 presented a diverse and national approach to 15 key issues the ACTU identified a significant for today’ s workforce.
Of these 15 key issues presented, Managers within Clubs have control or influence over three * of these significant issues, these are;
‘ Wage theft and Workers rights’ The increasingly common issue of employers inadvertently underpaying or incorrectly paying staff, and the non-payment or incorrect payment of Superannuation. According to Industry Super Australia, one-third of eligible Australians are being underpaid super. As Managers and especially as a Senior Manager who is responsible for Compliance and Payroll, you must ensure that you are checking to guarantee that all of your staff are being paid correctly in accordance with the Registered and Licenced Clubs Award 2010 or Employment Agreement( whichever applies), Superannuation Legislation and Taxation Legislation.
‘ Insecure Work’ This issue identified the increasing trend of organisations utilising casual workers on short-term contracts or in labour hire agreements or as independent contractors. This group of workers constitute 40 percent of the current workforce resulting in the national workforce now only comprised of 60 percent of workers in full time or part time ongoing employment.
Casual work was originally limited to those rare cases where an employer could not cover the workload with permanent workers because of unforeseen workload peaks or temporary short-term staff shortages. It was closely regulated in awards and agreements to protect permanent work.
Twenty years or thirty years ago or so, many of today’ s managers who at that point in time were learning the ropes or working behind a bar, in gaming, or in promotions for example, enjoyed a secure employment structure, had annual leave, sick leave and job security in a permanent role.
Today, however, things have changed and the use of casual and other insecure work arrangements are used to cover entire work functions. The reliability of work has diminished; sick leave, holidays and security of work has gone for those in such arrangements. The change in the modern business model and the eventual measurement of successful management through labour cost reduction and overall business profitability has, over time resulted in a direct and negative impact on members of local communities in which they work.
‘ Modern Workplaces’ Significant gains obtained by working people and the Union movement in the past have been fought for and won in recognition that being able to spend quality time with family, and being able to support them when circumstances call, is the essence of a good life.
These gains that we all have grown to expect and potentially take for granted include;
• The 8-hour day
• Weekends
• Annual leave
• Paid parental leave
• Sick and carer’ s leave
In the last two decades the nature of work and families has changed significantly. The demands of modern life means that many Australia families are, and need to be, double income households.
Did you know that in 2016 there were;
• 12 million working Australians
• About 5.6 million families living as a couple, of which 53.5 per cent are families with both parents working
• Nearly one million sole parent families
• 2.7 million Carers of which 53.7 per cent were employed
Our workplace laws haven’ t kept up with the changing nature of work and family responsibilities and we see now more than ever a worklife collision. Millions of families are juggling paid work with the responsibility for parenting young children and / or caring for ill, disabled or aging family members.
Both men and women regard work, parenthood and caring as important in their lives.
We know that a significant number of men – especially young fathers – desire greater access to flexible work arrangements than they currently have. But women still carry the vast majority of caring responsibility across their entire work life.
Facts:
• Employment Ratio 66.6 per cent men and 55.7 per cent women = gender participation gap of 11 per cent.
• Gender Pay Gap = 16 per cent.
• Superannuation Gap = 53 per cent( by age 50yrs)
• Parenting = Approximately 55 percent of women work part-time( with children under 15years).
• Caring = 71.8 per cent all primary carers are women.
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