Across organisations of very different sizes and sectors, the same questions recur. Here are the ones asked most often, with the short version of the answer we give.
These are general observations, not legal advice. Specifics depend on the facts and on current law, so take advice on your own situation.
"Can we extend probation?"
Usually the real question is: we did not assess this person during probation and now we are unsure. Extension may be possible where the contract provides for it, but the more useful fix is upstream — assess during probation, not at the end of it.
Where an extension is used, it should be in writing, with the specific concerns stated, the standard required, and the support offered. An extension with none of that is a delay rather than a decision.
"Are casual workers covered by employment obligations?"
More often than employers assume. What matters is the substance of the relationship, not the label. If someone works regular hours under direction over a period, calling the arrangement casual does not necessarily remove the obligations that come with employment.
This is one of the more common findings in a compliance review, and it is usually not deliberate — the arrangement started small and never got revisited.
"How do we dismiss someone fairly?"
Two things need to hold: a valid reason, and a fair process. Most disputes are lost on the second even where the first was sound.
Fair process generally means the employee knows what the allegation or concern is, has a genuine chance to respond, and receives a decision from someone who considered that response. Records of each step matter, because a decision you cannot evidence is difficult to defend.
"Is this allowance taxable?"
Frequently yes. Chargeable employment income is broader than basic salary and often includes allowances and benefits in kind such as accommodation or a vehicle. Assuming an allowance is tax-free because it is called an allowance is a common and expensive mistake.
Where treatment is unclear, confirm it with URA or an advisor rather than deciding by precedent from another employer.
"An employee has raised a grievance. What now?"
Acknowledge it promptly, in writing. Establish the facts before forming a view. Keep the person informed while the matter is being looked at. Give a reasoned outcome and an appeal route.
Most grievances that escalate did not escalate because of the outcome. They escalated because of silence in the middle.
"Our salaries are inconsistent. How do we fix it without a mutiny?"
Carefully and deliberately. Map current pay against roles, identify where differences cannot be justified by role, experience or performance, and correct the clearest anomalies first.
Two rules make this survivable: never reduce someone's pay to fix a comparison, and communicate the principle rather than individual numbers. Attempting it quietly, employee by employee, is how it goes wrong — pay information travels faster than any announcement.
"Do we really need written contracts for everyone?"
Yes. A signed contract with the employee holding a copy is the baseline. In any dispute, the party with no documentation is at a serious disadvantage, and the cost of producing contracts is trivial next to the cost of one avoidable claim.
