Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column Got a Minute? This week: car park casualties, redundancy after caring for a partner with cancer and a “vivacious” young graduate.
Our workplace car park is strictly limited to government fleet vehicles – staff are required to park off-site, either on metered street parking or in a nearby commercial car park. Despite this, one of my colleagues has been allowed to park his private vehicle in the work car park by moving a fleet vehicle onto the street. No other staff are given the same privilege, and it’s had a noticeable effect on morale. I believe public sector workplaces should model fairness, transparency and integrity. I would appreciate your thoughts.
You’re not wrong to feel frustrated by this; perceived fairness matters.
This isn’t really about parking. It’s about rules being applied selectively, and the corrosive effect that has on trust. When one person is quietly granted a benefit that others are explicitly denied, it breeds resentment and undermines leadership.
Using a government vehicle to secure a private benefit for an individual also raises legitimate questions about governance, not just issues about fairness between team members.
Before escalating, check whether there is a written policy on parking and fleet vehicle use. If there is, that gives you a neutral reference point. You can then raise the issue calmly and factually with a manager or in the governance area, framing it around the need for consistency to help with morale.
If you feel strongly about the situation, you could lodge a whistleblower complaint or speak to your department internal ethics unit or equivalent, for confidential guidance.
My spouse is in cancer treatment, and I am unable to fully fulfil my duties at work due to my caregiver responsibilities. Do I have any protections to prevent my employer from conducting a performance review without taking my personal circumstances into consideration? The outcome of a negative performance review may lead to my dismissal, and also makes me ineligible for internal transfer or redeployment. To make matters worse, while I have been away someone else has been taking on my responsibilities, and my employer plans to make my job redundant.
This is a distressing situation – and while personal hardship doesn’t make someone immune from performance management, it absolutely changes the obligations on an employer. Putting the law aside, morally and ethically your employer has shown their true colours. To have such little regard for you and the challenges you are facing is truly breathtaking.
In Australia, employers are expected to manage performance fairly and reasonably. That includes considering known personal circumstances that materially affect an employee’s capacity to perform, particularly where those circumstances involve caregiving responsibilities.
You have several overlapping protections that may be relevant. Employers also have obligations to consider flexible work arrangements for carers, and to ensure that performance processes aren’t used as a blunt instrument where support or adjustment is more appropriate.
You have a lot going on, and the redundancy aspect complicates things even further. If you are a member of a union, contact them. Otherwise, contact the Fair Work Ombudsman for guidance, and if you are dismissed, Fair Work can also advise whether it was harsh, unjust or unreasonable. Either way, you need support through this time and specialised advice is likely to help you most. Wishing you and your family all the very best during this difficult time.
A vivacious young graduate has just joined our firm and has quickly become a favourite with our clients. Our manager keeps telling us that clients find her to be “a breath of fresh air”. He tells us so often that the rest of us are starting to feel like bottles of stale milk. Worse, I’m starting to have uncharitable thoughts towards our new colleague when she’s done nothing wrong.
It’s curious you have used the word “vivacious”. It is a label which is often loaded, and rarely, if ever, used for men. Using that word suggests you may think her success is only due to her looks or personality, rather than the ideas and skills she brings to the role.
I understand why it is frustrating for a manager to single out anyone for any reason. These kinds of comments can be divisive, even if your manager doesn’t intend that. What is great is that you recognise you are being unfair with your judgment, so for now, try to focus on being happy your clients are happy.
To submit a question about work, careers or leadership, visit kirstinferguson.com/ask. You will not be asked to provide your name or any identifying information. Letters may be edited.
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Dr Kirstin Ferguson AM is the author of Blindspotting: How to See What Others Miss and Head & Heart: The Art of Modern Leadership. Kirstin is ranked in the world’s Thinkers50 list and holds a PhD in leadership and culture. www.kirstinferguson.com.Connect via X, Facebook or email.
