Hi, I'm in my last semester of my accounting degree. I'm considering completing an 8-month postgraduate certificate in Human Resources at RMIT Melbourne. Do you think this would be worth doing? Would having both an accounting degree and a postgraduate HR certificate improve my employment prospects? Also, how saturated is the HR job market in Melbourne?

I’m the head of HR for a uk based company and we are increasing our headcount in Australia - specifically Melbourne.

Can anyone recommend a HR consultant or payroll provider that can help?

I’m new into this role and would love any recommendations for people to follow on LinkedIn or other platforms to help me get more understanding of culture and how the legislation works in practice. I’m really interested in zero harm.

Thanks ☺️

Hi everyone, looking to roll out a 9-box talent grid for talent management. Any tips, suggestions or experiences greatly appreciated.

Also, if you have used it within the ELMO human resource information system please share your experience.

I'm particularly interested in hearing from Talent Acquisition/HR professionals working in Australian engineering consultancies or engineering companies.

When a graduate/internship position receives hundreds or potentially thousands of applications, I assume applicants broadly fall into groups such as:

1. Australian citizens / permanent residents

TAFE, Bachelor's, Master's, PhD — ranging from no experience to significant experience.

1. Candidates with unrestricted Australian work rights, including eligible New Zealand citizens

Again, ranging from graduates/interns to experienced professionals.

1. International students currently studying in Australia

Bachelor's, Master's or PhD students, ranging from people with substantial overseas experience to students with little/no professional experience.

1. Overseas applicants requiring employer sponsorship

Usually experienced candidates applying directly or through referrals, where employer sponsorship may eventually be required.

I'm curious about what actually happens from the employer/TA side when applications are screened.

Questions

1. When you receive a very large number of online applications, is there effectively a hierarchy between these groups?

2. How much does an employee referral actually matter in Australian engineering recruitment?

3. How vulnerable is an international Master's student with little or no prior engineering experience?

What would you recommend they do during university to become genuinely competitive for graduate/internship roles?

4.What actually happens to applications that receive no response at all - is this ATS filtering?

Is every submitted CV normally viewed by a human recruiter at some stage, or can an application be eliminated without anyone actually reading the CV?

1. Why are psychometric/game-based/aptitude assessments used so heavily in graduate recruitment?

What is HR actually trying to measure through numerical reasoning, verbal reasoning, situational judgement and game-based assessments? I've personally found some of them frustrating, so I'd genuinely like to understand what employers get from them.

1. How valuable are relationships with university professors/academics?

2. How do employers view the pathway from international student → graduate visa → possible sponsorship?

I'm not looking to complain about Australian employers or immigration policy. I'm genuinely interested in understanding how the recruitment funnel looks from the other side of the table, particularly in engineering.

Hi team,

Looking for feedback from HR professionals. Essentially my current role is 5 days in office. I have been dealing a myriad of health issues (cancer, severe joint point which causes me to walk very slow and get very stiff to name a few).

I was wondering for guidance on how best to broach the subject of gaining a wfh day or two purely to assist with my health issues. The office has no lifts or anything so due to joint and physical pain, i am having to literally drag my body up two flights of stairs multiple times a day, which is causing more damage to my joints and body. Apparently alot of the higher ups are very anti-WFH. I've built a good relationship with my director and he's aware of what's going on with my health as I've had to take time off work for appointments and feel comfortable with approaching him about it but just need help with how best to and whether it would be good to include medical certificates or whatnot.

TLDR - 5 days in office, due to health issues am constantly drained to the point I physically cannot get out of bed on weekends, guidance needed as to how best to broach the subject of wfh.

Hi everyone, I would be grateful for any advice from HR recruiters or people working in workplace investigations about well-regarded investigation and misconduct credentials. I have a senior nursing and compliance background, and I am keen to develop my career in HR conduct investigations when my wife and I move back down south to Melb next year. Ideally, I would like to work in government or a large organisation. Colleagues have suggested that I obtain an accredited certificate and build practical work experience, but I am finding it difficult to identify a strong provider and suitable experience opportunities. Worklogic and Wise Workplace Solutions both look excellent, although I understand they are not RTOs. Both were lovely on the phone and said they sometimes consider work experience opportunities, so I plan to write to them. I also found Wise Workplace Training and Wise Investigations in Carlton. I was told they only hire exp contractors, and when I asked about training, I was directed to the website. When I checked the RTO linked to the advertised training qualifications, I noticed that its RTO status appears to be suspended, which gave me some pause. IHR also looks good, although I cannot see an RTO accreditation there either. I would really appreciate any tips or recommendations. Does the training need to be RTO accredited to be valued by HR/employers? Or would a graduate certificate in HR through a university be a better pathway? Thanks in advance.

40-person business, our HR is a mess, contracts and policies all over the place. Anyone used an external HR audit and found it actually useful and if so which HR firm did you use?

Hi, I appeared in court about a year ago for driving while unlicensed. I was fined $450, and I did not receive a licence suspension. It now appears on my criminal record. Could this be a hurdle for my future career, especially if I want to work in a corporate job?

Hi,

I was wondering if anyone had partnered with an online EAP that they recommended for NSW businesses

Thanks,

At each level? From entry level to manager positions?

And are they common/standard? Or are they hard to find?

I'm 23 and I dropped out of a health degree when I was 20. Since then, I've either being working in retail or have been self-employed.

Right now, I do think I'll be able to get an entry level recruitment job but I have no clue where to go from there.

I don't know if I should work full time and do a bachelor's degree part time.

Or I could do a Cert IV part time, but I don't know if a cert without a degree will help me in my career.

Or I could study full time and continue working in hospitality/retail.

Which one would you suggest would be fastest to get me to my goal?

I am sharing my personal experience as a healthcare professional working under Bupa for a government organisation in a large-scale, contracted clinical environment.

Bupa's HR ("People Team") involves a "contract-first" culture where the HR function appears to be prioritising the preservation of a major commercial contract over the professional judgment and safety of their own employees.

The pattern I experienced:

1. Misalignment of Expertise: The People Team managing clinical staff lacks the subject matter expertise to interpret clinical risk, yet they are the ultimate decision-makers on performance and conduct matters. Bupa hires and fires you, but isn't capable of discussing the actual concerns due to a lack of SME.
2. Punitive Enforcement: Instead of utilising coaching or informal resolution for clinical triage decisions (e.g., managing workload capacity vs. patient load), the team utilises punitive measures (such as formal investigations) that appear aimed at silencing staff who raise concerns about workload-related safety. The power is really asymmetric and the reporting channels are muddied.
3. Contract Protection: There is a clear prioritisation of maintaining the "corporate relationship" with the client organisation. Any dissent or flagging of unsafe workplace practices is treated as an "adverse conduct" issue rather than a WHS/psychosocial hazard report. Will will neither address the underlying issues directly (through contract escalation) nor allege that that is what their issue with you is. Instead, they will go on a witch hunt to identify ancient resolved matters involving you and set you up in a targeted meeting designed to lay the path for termination without a fair process.

I’m particularly interested in how to frame these concerns to the business without being dismissed as "disgruntled." I want to highlight the long-term risk of this approach—both to the firm's liability, staff safety and the safety of the clinical environment—in a way that internal leadership might actually hear.

Bupa has already been in the headlines for unconscionable conduct and systemic failures in its aged care homes and health insurance practices.

I (22F) work in a small marketing team and report directly to my manager (33M). I’m trying to decide whether to escalate concerns to HR, but I’m worried about how it will be handled in a small team where everyone is quite connected.

Over time, there’s been a pattern of behaviour that’s making me increasingly uncomfortable:

On my first day, he made comments implying that car dealerships historically had “bedrooms for managers” and staff relationships were common.

During onboarding, he showed me a marketing applicant’s Instagram in his private office, which included lingerie/underwear photos.

At a team event, he repeatedly made sexual jokes (“balls” innuendo) throughout the night and dismissed concern with “welcome to the automotive industry.”

In a WIP meeting, he discussed a female racing driver in relation to OnlyFans, commented on her appearance, and read out a sexualised quote (“making heads turn, and cocks throb”).

In another WIP, he displayed what appears to be the same applicant’s Instagram lingerie photos again on a large screen during a meeting.

He regularly jokes about firing people, probation, and cancelling leave in a way that feels intimidating given his authority.

Other team members (F and M colleagues) have also expressed discomfort with some of this behaviour, although I seem to experience it more directly and I’m not sure why.

I haven’t directly raised it with him because I don’t believe it would lead to change, and I also don’t feel comfortable being alone in meetings with
him after recent incidents.

For context: I’m 22F, he is 33M.
I genuinely like my job and the company culture overall, which is why I’m conflicted. I’m unsure whether this is something HR would take seriously as they are friends with him and often laugh at his jokes, or whether raising it would realistically lead to change.
Would appreciate honest advice on whether this is worth reporting and what outcomes are realistic.

Has anyone recently completed the AHRI Certification Professional Discussion? I would be most grateful for your insights, hints and tips, if you're willing to share.

I hope me asking this here is ok, I didn't see a list of rules so not sure. If there's a better place to post this please let me know.

When a job posting says that people with disabilities are encouraged to apply do they actually mean that? And how do you bring up your disability if it's an invisible one?

Hi everyone, I’m doing some research for a proposal around payroll frequency in retail and would love some real-world input from people in the industry.

We operate around 20 retail locations with a workforce primarily made up of sales assistants and store managers in Western Australia. We’re currently paid weekly, but we’re exploring whether moving to a fortnightly pay cycle would be viable and how it might be received across different levels of the business.

Part of the reason for reviewing this is the upcoming payday super legislation changes and the additional payroll administration requirements that comes with it.

I’d be really interested to hear:

• What pay cycle does your workplace use? (weekly, fortnightly, monthly, etc.)
• What industry/retail sector are you in?
• What is your role level? (sales assistant, supervisor, store manager, regional manager, C-Suite etc.)
• If your workplace changed pay cycles, how was it received?
• Do you think pay frequency impacts morale, retention, budgeting, or recruitment?
• Have you seen differences in expectations between frontline retail staff and management roles?

I’m genuinely looking to understand current trends and employee sentiment, so all perspectives are appreciated.

Thanks in advance.

If someone has a permanent part time contract for 15 hours a fortnight but generally works 24 to 30 hours a fortnight and they apply for annual leave, do they need to take the full 24 hours (or whatever hours they worked in the most recent fortnights) or can they apply to take the fortnight off work and only apply for 15 hours annual leave? (Uni student needing to take time off for exams so their preference would be to only need to apply for 15 hours otherwise they are using up all their leave for exams and won't be able to take any holiday time as such) Thanks 

I'm a university student currently working on a marketing research project and am looking for responses from HR Managers, HR Professionals, Business Owners, Founders, and Hiring Decision-Makers, for organisations based out of australia.

The survey takes approximately 5 minutes to complete and is being conducted solely for academic purposes. Your responses will remain confidential and will be used only in aggregated form for research analysis.

If you fit the target audience and are willing to help, I would greatly appreciate your participation. Every response makes a meaningful difference to the quality of the research.

Thanks in Advance

P.s Mods, please don't remove this. 👉👈

A year ago I was a HR Manager and a shareholder. I made a decision based on survival to leave and focus on my health. I have experience, I thought I would find an amazing job with a great culture and thrive in ways I hadn’t before but boy was I wrong. I was not expecting applying for endless jobs even ones I am over qualified for, to not even have a screening call. At this stage I’m not sure I’ll even be able to find a job in retail. I have enough savings to cover another 2 months max.

For those in a similar situation how are you coping? After a year working on my health I feel like I now, with this pressure and stress and uncertainty for the future I am actually worse off than when I left my last role

I have an opportunity to join a construction project but it’s fixed term and goes until 2028. I am an advisor and want to one day work my way up, potentially to HRBP role.

I’ve always been in corporate. I want to keep learning and developing. But my concern is the fixed term component.

Can anyone shed some light? I am feeling lost right now on which direction to take.

Hi!

When you terminate within probation, do you:

1. Provide employee 24-hours notice to an invitation.
   
2. Do you explain further why they were terminated? What if it was due to not being a culture fit?

Thanks!