Employment law is where legal risk, operational reality and human behaviour collide. It can have a lot of moving parts, and emotional components. It is fast moving, meaning decisions are often made under time pressure, with imperfect information, and often in environments where one misstep can escalate into litigation, regulator scrutiny, union pressure or reputational damage.
It is therefore vital to obtain professional advice to ensure matters are kept under control and handled efficiently, reducing stress and saving both time and cost.
At Hunt & Hunt, we advise both employers and executive employees, as well as boards, councils, statutory bodies, as well as small business across the spectrum up to large listed companies.— from building the right documents and systems upfront, to managing performance and conduct issues, navigating workplace change, and exiting senior staff with control and discretion. We do not treat workplace matters as “HR paperwork”. The employment relationship is a commercial risk instrument: it affects productivity, culture, cost, governance and brand.
Our team’s focus is practical and defensible outcomes. That means advice that is legally sound, but also workable on the ground We understand how quickly a workplace issue can broaden from a contained complaint into a multi-front problem: WHS exposure, adverse action risk, discrimination claims, whistleblower overlays, privacy issues, board reporting obligations and parallel disputes. Our role is to contain the issues in dispute, protect decision-makers, and steer you to the outcome you actually need.
We are also experienced in the public sector and local government environment, where procedural fairness, transparency obligations and political scrutiny can materially change the strategy. For councils and statutory bodies, employment issues are often governance issues. We advise with that reality in view.
From an individual employee perspective, we have extensive experience in managing mutual separation exits and can take care of the process from the initial negotiation through to settlement, or, where necessary, the conduct of litigation.
We have negotiated exits for CEOs and other senior executives across a range of sectors, including retail, technology and logistics.
Outcome: clear contracts and policies that reduce disputes and strengthen your position when tested.
We draft and review employment and executive agreements aligned with the Fair Work Act 2009 (Cth), the National Employment Standards, Modern Awards and enterprise agreements.
We also advise on contractor models and labour-hire arrangements, including sham contracting and characterisation risk. Where needed, we develop policies that are enforceable in practice and defensible on review bullying, sexual harassment, discrimination, WHS, privacy, surveillance/technology use and social media.
What this looks like in practice: documents that reflect how your organisation actually operates, not generic templates that collapse the first time a dispute arises.
When to call us: new roles, rapid growth, acquisitions/transfer of business risk, casual conversion issues, high-risk contractor reliance, policy refresh, executive onboarding.
You may also need: Executive Exits & Senior Staff Terminations; Governance, Risk & Compliance.
Outcome: procedurally fair management that reduces claims risk and restores workplace control.
Performance and conduct issues rarely improve with delay. We help you plan and execute lawful, proportionate processes: performance improvement, disciplinary action, show-cause pathways, and termination decision-making. We also advise on serious misconduct (fraud, theft, breach of duty, misuse of confidential information) and high-risk incidents involving bullying, harassment or discrimination.
Where matters are sensitive, contested or multi-party, we guide you on investigation strategy and procedural fairness including what to document, when to pause, and how to keep communications tight so the process does not become the problem.
When to call us: allegations arise, safety or culture is in play, senior people are involved, evidence is disputed, or timelines are tight (including the 21-day unfair dismissal window).
You may also need: Workplace Investigations; WHS & Compliance; Litigation & Dispute Resolution.
Outcome: clear findings and recommendations that can be acted on confidently.
Investigations are not simply “fact finding”. A poor investigation can create liability even where the underlying conduct is real. We conduct and advise on investigations into bullying, harassment, discrimination, misconduct, fraud, conflicts and WHS-related incidents. Our approach is independent, procedurally fair and carefully documented designed to withstand challenge.
What you get: scope and investigation plan, witness interviews, evidence review, findings by allegation, and practical recommendations that align with your policies and legal obligations.
When to call us: serious allegations, contested facts, multiple parties, senior employee involvement, public-sector matters, or where reputational exposure is likely.
You may also need: Executive Exits & Senior Staff Terminations; Governance, Risk & Compliance.
Outcome: sustainable agreements and change programs that your workforce can follow.
Enterprise bargaining, restructure and operational change succeed or fail on planning. We support negotiation strategy, drafting and interpretation of enterprise agreements, and help manage consultation obligations and risk points that commonly trigger disputes (rostering, overtime, allowances, classifications, change clauses and transfer of business).
For organisational change, we advise on lawful redundancy, redeployment obligations, consultation requirements under awards/EAs, and risk management for adverse action and discrimination exposures that can arise during restructures.
When to call us: bargaining preparation, stalled negotiations, major operational change, outsourcing or labour model changes, transfer of business.
You may also need: Corporate & Commercial (for transactions); Litigation & Dispute Resolution (for enforcement); Governance, Risk & Compliance.
Outcome: demonstrable compliance for boards and officers, and safer operations.
WHS and employment compliance are now board-level issues. Directors and officers face due diligence obligations and personal exposure. We advise on WHS governance, training, audits, incident response and regulator engagement. We also support compliance frameworks across discrimination, bullying, equal opportunity, contractor risk and whistleblower overlays.
When to call us: notifiable incidents, regulator engagement, board reporting obligations, systemic issues, union engagement, or before problems become prosecutions.
You may also need: WHS & Compliance; Governance, Risk & Compliance; Litigation & Dispute Resolution.
Outcome: early resolution where possible; robust representation when necessary.
When disputes escalate, we act decisively. We represent clients in unfair dismissal, adverse action, discrimination claims, restraint and confidentiality disputes, breach of duty matters and employment contract claims in the Fair Work Commission and relevant courts. We pursue outcomes that make commercial sense — not litigation for its own sake.
When to call us: threatened or filed claims, urgent injunction risk, restraint enforcement, reputational sensitivity, executive disputes.
You may also need: Litigation & Dispute Resolution.
Unfair dismissal applications generally must be lodged within 21 days of dismissal. If a matter is brewing, early advice preserves options and leverage. Speak with our team today for clear next steps.
We advise corporate clients on all aspects of employment law, from workforce structuring and executive contracts through to workplace policies, disputes and terminations. Our approach is commercial and outcome-driven, ensuring employment arrangements align with broader business objectives while managing risk, compliance and reputational exposure.
Learn moreWe work with councils and statutory authorities on employment matters within complex regulatory and governance frameworks, including enterprise agreements, disciplinary processes, workplace investigations and senior executive issues. Our advice is grounded in the realities of public sector accountability, helping organisations navigate legal risk while maintaining operational integrity and community confidence.
Learn moreWe act for insurers and insureds across a range of employment-related claims, including workplace disputes, discrimination, harassment and unfair dismissal matters. Our focus is on efficient, strategic resolution—whether through early intervention or litigation—while protecting policy coverage positions and minimising financial and reputational impact.
Learn moreWe work with organisations where people management and compliance are mission-critical, including:
Commonly, the Fair Work Act 2009 (Cth), the National Employment Standards, Modern Awards and any enterprise agreement, plus discrimination and WHS regimes applicable in your jurisdiction.
Unfair dismissal applications are generally subject to a 21-day lodgement window. Seek advice immediately if termination is contemplated or has occurred.
Action taken because a worker exercised a workplace right (for example, making a complaint). These claims can involve significant penalties and reinstatement exposure.
Often, yes. Awards and enterprise agreements commonly require consultation, and redeployment considerations are frequently critical to defensibility.
When allegations are serious, contested, involve multiple parties or senior staff, or carry reputational or public-sector sensitivity.
Often not due to threshold issues, but adverse action, discrimination and contract claims remain real exposure.
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