Employer advice hub
Clear answers before you make the next move.
Practical information for WA employers about hiring, managing employees, workplace problems and ending employment. Understand the basic process, common risks and when professional support may be worthwhile.
What Stephen can do for you
Support across the employment relationship.
Choose the area closest to your situation. Each service focuses on a clear process, practical documentation and decisions that fit the workplace.
Employment contracts
Contracts shaped around the role, the business and the way the work is actually performed.
- New contracts and contract reviews
- Notice, confidentiality and employment conditions
- Clear obligations and practical protections
Hiring advice
Put the right employment structure and expectations in place before the employee starts.
- Employment type and role structure
- Position descriptions and classification
- Onboarding and early performance expectations
Performance management
Address performance concerns through a clear process that gives the employee a fair opportunity to improve.
- Performance conversations and expectations
- Improvement plans and warnings
- Records that support later decisions
Misconduct and disciplinary action
Respond to suspected misconduct without prejudging the facts or undermining the process.
- Initial assessment and immediate steps
- Show cause and response processes
- Proportionate disciplinary decisions
Workplace investigations
Independent support when complaints are serious, trust is low or internal capacity is limited.
- Scope and terms of reference
- Interviews and evidence assessment
- Clear findings for the employer
Termination and redundancy
Review the reason, process and documentation before employment ends and risk becomes a claim.
- Performance or conduct termination
- Redundancy and workplace change
- Process, notice and documentation
Workplace policies
Practical policies that managers can understand, apply and keep aligned with workplace processes.
- Policy drafting and review
- Manager implementation
- Connections with contracts and procedures
Industrial relations
Understand the applicable system and prepare for disputes, bargaining or commission matters.
- Awards and agreements
- Industrial disputes and bargaining
- Commission preparation and advocacy
Five-question employer assessment
Can Stephen help with my problem?
Answer five broad questions to receive a tailored starting point. The assessment does not ask for names, allegations or case details.
Start the assessmentAnonymous until you choose to book or request a callback. No case details are collected.
Employer FAQs
Useful information, even if you never need to call.
Start with the questions employers commonly ask about contracts, performance, misconduct, investigations and termination.
What are the most common employment mistakes new employers make?
Common problems include relying on a generic contract, choosing the wrong employment type or classification, leaving expectations unclear, failing to document decisions and waiting too long to address performance. Good contracts and simple management processes are easier to establish before a dispute begins.
Does every employee need a written employment contract?
A clear written contract helps both parties understand the role, pay, hours, notice and other agreed conditions. It does not replace minimum legal entitlements, an applicable award or an enterprise agreement. Employers should avoid copying a document that was written for a different industry, role or workplace.
What should an employer establish when an employee starts?
Use a current position description, set clear performance and behavioural expectations, explain how success will be assessed and provide useful feedback early. Important conversations and agreed actions should be recorded so concerns can be addressed promptly and fairly.
What should a performance management process include?
The employee should understand the performance concern, the standard required, what improvement looks like and the time available to improve. Meetings, support, responses and outcomes should be documented. The appropriate process depends on the role, the concern and the workplace system.
What is the difference between poor performance and misconduct?
Poor performance usually concerns an employee's capacity or failure to meet an expected standard. Misconduct concerns behaviour that may breach a workplace rule or obligation. The distinction matters because the investigation, response and disciplinary process may be different.
When should an employee receive a formal warning?
A warning should identify a genuine concern, explain what must change and make the possible consequences clear. Employers should first confirm the facts, consider the employee's response and check any contract, policy, award or agreement that may affect the process.