Contact Us
Social media policies for the modern workplace

Social Media in the Workplace. Who Knows the Policy?

HR Policies

10 June 2025 (Last updated 3 Sept 2025)

Share on:

Having the right policy on social media is only half the battle in ensuring your employees conduct themselves properly online. The key piece in having an effective policy is that it is communicated to your employees and enforced. Having a well-written social media policy can count for nothing if employees do not know their obligations and the expectations around their behaviour.

An example of getting this wrong can be seen with a company in Victoria losing a case in the Fair Work Commission (FWC) after terminating an employee based on a breach of their social media policy, which was found not to have been communicated to the terminated employee.

In this case, Commissioner Gregory stated that while the language used in a particular post was vulgar, it was also common in this workplace. Following an explanation from the terminated employee that the post was not aimed at the employer; that he did not know of any policy forbidding social media use at work; and that he was not afforded an opportunity to respond to the dismissal, the unfair dismissalclaim was successful and the company was ordered to pay compensation.

Social media and recruitment

Some employers may choose to use social media accounts to screen potential candidates during a recruitment process. This should be reminder that job hunters need to maintain a respectable online presence. However, there is also some risk to the employer when using social platforms as a recruitment strategy , for example around issues of privacy, data protection and discrimination.

Personal information about an applicant’s social or family life, age, ethnicity or sexual orientation may well be published on a social networking page but these must not be used in any way to influence recruitment decisions. Visit our guide on discriminationfor more information.

While such information may be off limits for recruiters, your personal conduct, photos, and status updates on sites like Facebook and LinkedIn are still subject to review and employees should be aware of this when they are looking for new employment. Michael Page can give you tips on how to perfect your social resume.

How to create a social media policy

Social media policies, like all workplace policies, should be clear and communicated to all staff. There are some guidelines which should be covered in any social media policy, including:

  • the employer, another employee or client are not to be mentioned or identified
  • no use of social media on work devices, or during work hours
  • penalties for breaching the policy, and whether a breach of the policy constitutes serious misconduct
  • clear guidelines for the use of the employer’s social media for work duties

As social media becomes more and more prominent it is vital that its use in the workplace is managed and monitored. For assistance with a social media policy, contact Peninsula.

Have a question?

Have a question that hasn't been answered? Fill in the form below and one of our experts will contact you back.

By clicking submit you consent to our Privacy Policy

Related Blog Posts

HR Policies

Physical Appearance in the Workplace

In today’s society, tattoos and piercings seem to be more prevalent than ever before. Long gone are the days when a bit of ink or a body piercing was the domain of the rebel or outcast. These days, you’re just as likely to discuss your taxes or be sold a house by a person with a tattoo or piercing. As an employer, though, you’re only too aware that first impressions count, especially when it comes to the success of your business. Employees are typically the ‘face’ of your business, so it is natural to want to try and control that image. Likewise, though, they are human, and also need the freedom to express their own individuality. But when does the freedom to express individuality become at odds with the need to represent a workplace professionally? This is where things can get tricky – but they don’t have to. Can you set a physical appearance policy? In short – yes. It is within your rights as an employer to set a clear, concise dress and appearance policy, and it’s a good idea to present these policies to all prospective employees. This not only sets the dress standards he or she must meet, but will also indicate whether tattoos and piercings are acceptable. If you feel that tattoos and piercings will affect an employee’s performance or ability to perform their job, then you can request that they be covered or removed. Bear in mind, however, that not all tattoos can be judged by the same standards. Some are religious and/or cultural, and failing to recognise this could very quickly see you falling afoul of anti-discrimination laws, so you need to show awareness and sensitivity and be prepared to offer some exceptions to any rules or policies. Instead of having a blanket rule and explicitly stating tattoos are banned, it’s best if you emphasise the importance of your company’s image, and how appearance and attire can either enhance or diminish that image. The same is true of hairstyles, facial hair, hair colours and wardrobe. Can you ask your employees to shave? This depends on the industry they are in, and the role they are undertaking. For instance, in construction if you are working around airborne contaminants, you are required to wear a mask for WHS purposes and facial hair may impede the mask’s protection. In this instance, the employer can ask you to shave your beard for health and safety reasons. But if there are no safety issues, and you have specified through formal means (i.e. your Employee’s Handbook) that there’s a physical standard employees are required to meet, and you are not in Victoria – which has legislation that has physical appearance as a protected characteristic, then you can request a clean-shaven face.  However, employers should be careful asking this, as beards often may be associated with religious beliefs/cultural standards and may cause racial/religious discrimination But what about hairdos? The same holds true. If it’s an extreme cut or colour, then it needs to be defined in your employee handbook and outlined to your employees, ideally from the moment they are offered employment. You should set the standards yourself, as well as always make yourself available for questions in case your employees are unsure of what is and isn’t acceptable. In fact, if they’re unsure then they should always consult their line manager before any extreme changes are made to their physical appearance that may impact their employment. How can physical appearance affect an employee’s job? There’s no getting around it: having a neat and professional image benefits both the employee and your company’s reputation and image. Quite aside from any beauty bias or supposed halo effect, a well-kept, professional appearance delivers substantial benefits in all social interactions. This can lead to customers and clients feeling more confident in that employee which, in turn, enhances the confidence they feel in your business. The flow on effect is that the employee – assuming they can carry out the requirements of the role in the first place – becomes more effective at their job, simply because they look professional. Of course, what constitutes a ‘well-kept, professional appearance’ will differ, depending on the role and industry. For instance, you would expect a law firm to have a different interpretation of professional appearance than a tattoo parlour. In the end you, as the employer, set the standard and tone. How can I avoid physical appearance discrimination? The simplest way is to outline acceptable dress and appearance policies in an employee handbook, and ensure every employee has a readily accessible copy. While dress codes and grooming requirements are legally permitted, they must be enforced in a non-discriminatory fashion and equally across all genders. In Victoria only, legislation forbids you from discriminating against any employee or job applicant based on height, weight, size, shape, facial features, hair or birthmarks. In this instance, when ‘hair’ is mentioned, it is in relation to asking someone to dye their hair because it is going/is grey (which could also lead to accusations of age discrimination). Through case law it has been determined that this extends to tattoos. However, this does not mean employers in the states where this is allowed should be telling employees to lose weight, cut their hair, etc. whenever they feel like it. They should still be cautious; we recommend enforcing appearance and dress policies through the employee handbook etc. and they should avoid discriminatory policies, eg women should only wear skirts. There is such a thing as direct discrimination (I won’t hire X race) and indirect discrimination (indirect discrimination includes discriminatory policies in the workplace). We also recommend a policy regarding dress and appearance to avoid religious, sex, age discrimination etc that are prohibited in all states. Create resilient HR policies If you would like to discuss dress and appearance safeguards in your workplace, call Peninsula today on 1300 761 935. We can help you implement policies and procedures that will set a professional standard for all your employees’ physical appearance that is appropriate for your business and industry.

HR Policies

What Are Your Obligations To Students Seeking Work Experience?

What are the benefits of work experience for students? With Christmas approaching, schools, colleges and universities are beginning to break up for the summer holidays. This means businesses may notice that work experience requests increase, with students hoping to utilise their free time to gain skills and experience. Work experience can be a great way for students to get their foot in the door of their desired industry. However, before agreeing to take on a work experience student businesses need to be aware of their obligations to these students. How much do you pay for work experience? To pay or not to pay? That is the question. Businesses need to determine whether or not the student is technically considered an employee, before they make the decision whether or not to pay them. Determining the student’s status is vital to knowing whether they are entitled to a minimum wage, the National Employment Standards and the entitlements specified in any applicable Modern Award or registered agreement. Under the Fair Work Act, a vocational placement is lawfully unpaid when it meets all of the following criteria. The student must be required to do a placement, as a compulsory part of their education There is no requirement for the student to be paid for the work undertaken. If the student’s contract stipulates that they are to receive money for work undertaken, then the vocational placement has been turned into an employment relationship. If a work arrangement is covered by a Modern Award or registered agreement, then this is not considered a vocational placement There must be a placement. This placement can be arranged by either the educational institute or by the employee, in-line with the requirements of their unit of study The institute delivering the course which provides for the vocational placement, must be approved to do so. This authorisation must be under an Australian state or territory law or an administrative arrangement of the Commonwealth or a state or territory If the placement does not meet all the above criteria, it is not considered a vocational placement under the Act. However, this does not necessarily mean the student is entitled to payment. To ascertain whether the student is entitled to payment it must be determined whether they are in an employment relationship, which is explained in more detail below. Work experience vs employment Businesses can use the below guide to assist with determining whether a student should be considered an employee. Generally a student is not considered an employee if: * the purpose of the work experience is to provide industry related work experience, and not to get the student to undertake work which will profit the business. If the student is doing more than observing, and conducting work that is normally done by another employee, it is more likely that the student should be considered an employee * the work being conducted is not highly significant to the business, such as shadowing employees. The student conducting the work experience should be getting the benefit from the arrangement, such as industry experience Example. Sarah is in the final year of her Marketing Degree, and as a requirement to graduate she must complete work experience at a business for a period of 12 weeks. Sarah approaches a business who she knows has accepted work experience students from her educational institute previously, and the placement is authorised by her university. Sarah understands that her work experience is to be a learning opportunity only, and does not expect to receive pay for her time with the business. As this arrangement meets the definition of a vocational placement under the Act, this means it is lawfully unpaid. Stay safe on work experience Other important things to remember. It is important to note that whilst the Act does not provide entitlements to students conducting a vocational placement, health and safety obligations still apply to them whilst they are on your premises. Businesses should carry out an assessment to identify any possible risks to the health and safety of the student, and pay particular attention to the age, lack of experience, and other things that could put a young worker at risk. If the student is under 18 years of age, then their parents should be informed of the result of the risk assessment and any measures put in place to protect their safety while at work. As Australia’s leading workplace relations specialist, Peninsula can answer any questions you have relating to your obligations towards persons undertaking work experience in your business. If you are considering allowing a student to conduct their vocational placement with your company and are unsure about your obligations with respect to the placement, call us today on 1300 761 935.

HR Policies

Planning a Christmas Holiday Shutdown? What small business owners should know

Every year, small and medium sized business owners need to decide if, or when, they will close their business over the Christmas and New Year holiday break. While many people look forward to some much-needed time off to relax, recharge, and spend time with family and friends, others may prefer to save their limited annual leave for different times throughout the year. The decision to close will depend on the type of business you own. Some businesses, such as manufacturing, close to complete essential maintenance works or install equipment upgrades. Others, like construction companies or professional service providers, close as it’s a time of year that’s traditionally quiet and only minimal staff are required to respond to enquiries or take deliveries. As a business owner, if you choose to close over the break, you need to understand your obligations when it comes to shutdowns that enforce employees to take annual leave. What is compulsory annual leave? If you close your business over the Christman and New Year holiday period, you can direct employees to take annual leave for the days they would normally work that aren’t public holidays. Managing staff leave during closures involves navigating complex legal requirements under the National Employment Standards (NES), industry awards, enterprise agreements, and employment contracts Under the NES, when you direct employees to take annual leave: Provide written notice of the shutdown at least 28 days prior. Some Awards require two or even three months' notice prior to the shutdown. If you hire a new employee after the notice has been distributed, you must provide them with written notice as soon as practicable. Ensure the direction to take annual leave is considered reasonable. Before you choose to shut down your business over the holidays, it’s important to review your industry award, agreement, or employee contract carefully. Not all awards or enterprise agreements allow leave in advance or unpaid leave during a shutdown. Monitoring and managing leave balances throughout the year can prevent staff from running out of leave days before or during the shutdown. What about new employees? If you have new employees or employees that haven’t accrued enough leave for the shutdown, you can discuss and offer several options. They can take leave in advance, provided their enterprise agreement or employment contract allows for it, leave without pay, or time off in lieu. You must be transparent with communication, clearly explaining the business’s reasons for the closure, the dates, and expectations regarding annual leave. Employee right to refuse annual leave Most employees cannot refuse a reasonable direction to take annual leave if their award or agreement provides for a shutdown. A reasonable request can include a business-wide closure except for essential or critical staff. This could be staff overseeing maintenance works or as points of contact for clients and customers. To ensure all your employees are fully informed of your intention to close your business over the holidays, you should proactively consult with them in the lead-up to the closure. It’s also critical everyone is acutely aware of the date your business close and the date you re-open for new year trading and operations. To mitigate any confusion, clearly document and distribute all arrangements in writing. Don’t forget the right to disconnect If you choose to temporarily close your business over the Christmas and New Year break you still need to adhere to the right to disconnect laws that were introduced on 26 August 2025. If you’re going to contact an employee outside working hours or while they’re on leave, you need to keep in mind how you manage that contact and clarify your expectations of a reply from the employee. You need to consider the operational needs of your business compared to the wellbeing of your employees on leave. If you’re unsure of your obligations when it comes to annual leave entitlements for your business shutdown, call and speak to the Peninsula team. This article is for general information purposes only and does not constitute as business or legal advice and should not be relied upon as such. It does not take into consideration your specific business, industry or circumstances. You should seek legal or other professional advice regarding matters as they relate to you or your business. To the maximum extent permitted by law, Peninsula Group disclaim all liability for any errors or omissions contained in this information or any failure to update or correct this information. It is your responsibility to assess and verify the accuracy, completeness, and reliability of the information in this article.

HR Policies

6 Must-Have Helpful HR Policies for Small Businesses

Australia is home to over 3.5 million small businesses. They employ half the workforce in Australia. Small businesses also make significant contributions to the economy, collectively accounting for one fifth of Australia’s gross domestic product. Clearly, small businesses form an inherent part of the economy and community and are vital for our growth. However, these small businesses face common challenges in understanding employment relations or implementing HR policies. The workplace is changing dynamically. Workplaces need to reflect the shifts in attitudes. Understanding these attitudes](https://www.abs.gov.au/participate-survey/business-survey) and addressing them by updating HR policies and manuals can help set clear standards, support your employees, and protect your business. What is a HR policy? Human Resources (HR) policy is the key document guiding employees, leaders, and employers about what’s expected of them. A HR policy is a guideline for hiring, leave, training, onboarding, probation, promotion, work environment, termination, and workplace health and safety. HR policies ideally outline how a business should treat its employees and how employees should treat each other. HR policies are usually outlined in the Employee Handbook. What is the purpose of a HR policy? When things go wrong in a business, and they usually do, you need some protection. This protection often comes in the form of HR policies. They act as a fallback for employers should they need support. They also offer a framework for a company so employers and managers can make consistent decisions and treat everyone fairly. HR policies give your business the structure it needs in employment relations. Other purposes include: Communicating the company’s mission, values, and goals Establishing conditions of employment HR policies also help you meet the laws and regulations set by government and legislative authorities. HR policies and small business Small businesses grow organically, usually without addressing internal policies or implementing systems. As a small business owner, you may be overwhelmed by the daily challenges of administration and compliance. You may be struggling with recruitment and keeping up with obligations as the end of the year approaches. As a small business owner, you may end up trying to manage everything on your own. You are personally involved in handling staff disputes, managing employees, providing customer service, and knowing the correct wages and pay rates. If your business does not have HR policies and procedures, you can end up getting involved in potential legal situations or claims. Small business owners in the US are spending 25% of their time handling payroll and workers’ compensation, according to the US Small Business Administration. This is time that can be used somewhere else constructively if they have policies and procedures in place. Disadvantages of not having HR policies Employees can take advantage of inconsistencies Risks of unfair dismissal claims No set standards Can lead to employee disputes Business is open to claims and liabilities Must-have HR policies What are the must-have HR policies that can help your business function efficiently? Peninsula has assembled a listed of the top 6 HR and workplace policies every business should have in place. Businesses can no longer risk ignoring policies and procedures. They must ensure they cover all bases and offer clear instructions to employees and employers to deal with all situations. 1. Work Health and Safety (WHS) Policy A Work Health and Safety (WHS) Policy outlines health and safety procedures and the responsibilities of employers and employees to keep themselves and the workplace safe. WHS policies are important as work-related injuries or illnesses can occur in any industry, occupation and state or territory. You have a legal obligation to provide a safe workplace to all employees. If your employee gets injured at the workplace, then they may be liable for compensation and support. Businesses across Australia have reported that they need support to meet increasing compliance requirements, highlighting the need for WHS policies and awareness among employees. Workplace injuries can also affect your business in various ways such as: Sick pay Leave Replacement costs Increased premiums Decreased productivity A WHS Policy should include: Your obligations Employee duties Ways to record accidents/injuries Training for managers and employees Consequences if employees do not follow the steps outlined in the company WHS policy WHS Policies for businesses may depend on the state or territory your business is based in. 2. Work from Home (WFH) Policy Flexible working or remote working has taken off after the pandemic. Workplaces are adopting different models of working, depending on their industries. Whether you have a hybrid model or remote model of working, having a clear and specific work from home policy is crucial. There is a need to offer clear instructions around remote employee performance. How an employee works, where an employee works, the data they can access, the process of their daily check-ins, etc should all be mentioned in your Work from Home (WFH) policy. WFH Policies should include: A checklist to confirm remote working set-ups WHS obligations (for purposes of WHS laws, when an employee works from home, their home becomes their workplace, and the employer is legally obligated for their health and safety)** The process to submit WFH requests Th eligibility or conditions for working from home Remote/hybrid set-ups and conditions Security guidelines (storage of company data, accessing company data, using public WI-FI) 3. Bullying and Harassment Policy Did you know that you may be legally responsible if an employee harasses another employee at your workplace? If you’re a person conducting a business or undertaking (PCBU), you have a positive duty under the model WHS laws to do all you reasonably can to eliminate or minimise the risk of harassment at work. This includes sexual harassment between workers, and from other people at the workplace, like customers or clients. Bullying and harassment can cause potential psychological and physical harm, making it a risk to health and safety. A bullying and harassment policy should include: What constitutes as workplace bullying What constitutes as harassment (outline different types of harassment-racial and sexual) Acceptable standards of workplace behaviour Duty of care (your duty of care as an employer during work-related events) Systems to respond to complaints of bullying and harassment Consequences of not complying with bullying and harassment policy 4. Leave Policy Small businesses need all the help they can get and during seasonal busy periods, having a leave policy can be valuable. An effective leave policy informs employees about their leave availability and options. A Leave Policy should include: Different types of leave available (sick, personal, annual, grievance, stress, long-service, parental, etc) The leave available for each employee (number of personal days left, sick leave available etc) Options if they do not have enough leave to cover their leave application Process to apply for leave (including taking half-days) Process to inform manager/supervisor Processes to inform manager/supervisor if they need to take emergency leave Managing annual shutdown periods Timeline to apply for annual leave and expected approval timeline 5. Drugs and Alcohol Policy As a PCBU, you must manage health and safety risks, including setting specific policies around the use of drugs and alcohol. There’s a legal blood alcohol level in some jobs, including road and rail transport, maritime and mining occupations. The law may also prohibit a worker from being affected by any drugs- legal or illegal. A drugs and alcohol policy must include: Drug and alcohol testing (some companies have policies to test their workers for alcohol and illicit substances, if a worker could kill or seriously injure themselves or someone else) Expectations around drug and alcohol usage at the workplace (including drugs and alcohol consumption at work events and parties) Legal blood alcohol level (if applicable) Zero-tolerance approach (emphasise this if applicable) Consequences of failing to meet the standards 6. Social Media Policy A 2025 "state of digital" study reported that 78% of all Australians are using social media. In addition to this widespread adoption, people check their social media multiple times a day. These numbers demonstrate the growing pervasiveness of social media at work. Businesses need to directly address social media usage and how their employees access social media at work. Did you know that employers may also be held accountable for the comments or actions of employees on their personal social media? A social media policy should include: Highlight a code of conduct in relation to bullying and harassment Define what is and isn’t acceptable (damage to employer’s interests or likely to negatively impact organisation and staff) Scope of the policy (is it acceptable after work hours, is it applicable on activity undertaken on an employee’s personal computer/devices etc) Consequences of breaching the policy Employee Handbook An employee handbook is a go-to document for all businesses outlining relevant workplace policies and procedures. The employee handbook, also called employee manual, sets out the expectations and obligations for employers and employees. All your policies should be clearly specified in the employee handbook. The handbook is also a work-in-progress as it gets updated depending on the situation and trends surrounding your business. What should your employee handbook include? An employee handbook should clearly outline company policies around employee conduct and business operations. As an employer, be sure that your employee handbook includes the following: Policy Definition Company mission statement The mission, company values, and goals of your organisation Position description Employee job titles, duties, and hierarchy charts for each department Recruitment process Hiring and recruiting process, including employment contracts Orientation and induction How to induct new employees Probation terms Probation period and duties, time period, and probationary reviews KPIs (Key Performance Indicators) Performance expectations for all roles Hours of work Regular hours of work, what is overtime, rosters or shifts if applicable Public holidays National and state-based public holidays Payroll Paydays, payslip information, timesheets, perks, benefits, or discounts Leave Annual, sick, parental, maternity, paternity, long service, leave without pay, how to apply for leave Promotions Outline of the promotion process, how to internally promote or shift personnel Termination Handling redundancy, firing, or resignation Offboarding The offboarding process and exit interviews Privacy Confidentiality and intellectual property Dress code Set of guidelines for appropriate work attire Code of conduct Expected employee behaviour and standards set by the organisation Travel and expenses Reimbursement for travel and how to lodge a claim IT policies Requirements for accessing devices and infoemation on IT support Performance Management Managing performance, reviews, and PIPs (Performance Improvement Plans) Learning Internal opportunities for employees to upskill or learn, plus secondment Disciplinary action When to consider disciplinary action and the processes for disciplining employees Alcohol and drugs policy Usage of drugs and alcohol in the workplace, as well as duty of care information Grievance procedure How can employees raise concerns about workplace issues Safety WHS policies General administration Department contact details, emergency numbers, etc. Communicating the employee handbook Your employee handbook should be available on all company platforms or intranet. If the policy gets updated, share this information repeatedly so you have evidence of change and clear communication. How can Peninsula help you? Having HR policies or employee handbooks are only half the battle won. If you have policies and procedures but don’t follow them or update them or take consistent action, then you may end up wasting time and money on claims or legal situations. Peninsula has worked with thousands of business owners across Australia and New Zealand in matters of employment relations and work health and safety. Contact Peninsula today to get all your questions answered. Frequently asked questions

HR Policies

Personal Calls and Texts at Work

Very few employers like the idea of their employees making or taking personal calls and texts during business hours – it is rarely work related, and takes the employee’s mind off the job. Not only that, but it can impact on productivity, performance and service – especially if your employees are in customer view. So how do you manage personal calls and texts in your workplace? While some employers believe all personal phone use during work hours should be prohibited, in reality this may not be practical. So firstly, it is a good idea to determine under what circumstances they are allowed, such as: family matters or emergencies calls from a child’s school or carer it may even be that an employee is expecting some news and providing leeway to make a quick call to find out will help them to re-focus on work Implementing a policy While any of the above situations may warrant personal calls or texts, if they become perpetual you will need to take action. Spending generous company time and resources focusing on something other than work will have detrimental effects on the individual’s performance, as well as the business itself. To assist in managing this, you need a policy in place to clarify the rules. Some things to consider If employees are using company equipment to make or take calls, you can introduce restrictions on the use of this company property. Decide whether some limited personal use is tolerated, or whether the policy strictly prohibits employees from using your business equipment for any non-work related, personal purpose. Make sure that all employees are aware that the amount of communication on business devices, including telephone calls, is monitored. Your policy can state that during normal working hours, personal calls and texts must be limited and will not interfere with carrying out normal duties. Further, the policy can include what consequences will follow in the event of a breach – this is usually disciplinary action, according to your disciplinary procedure. Common policies place limits on personal phone use, for example, mobile phones cannot be used during business hours aside from breaks and lunch. Other policies could encourage employees to be ethical, asking them to limit calls to real emergencies and to keep their personal phones on silent – so not to disturb others. The best protection for your business is to have a comprehensive policy outlining personal phone use at work, providing guidelines to employees on what is and what is not acceptable. Contact us today and speak to a Peninsula specialist about implementing a tailored mobile phone policy for your workplace.

View all blogs

Do you have any questions regarding HR Policies?

International Sites

United Kingdom

Republic of Ireland

Northern Ireland

Scotland

Canada

New Zealand

© 2025 Peninsula Employment Services Ltd. Registered Office: Level 6/180 Thomas St, Sydney NSW 2000

Peninsula Protect is a financial product issued by Peninsula Mutual Limited ACN 630 256 478, AFS Licence No. 544232. Peninsula Mutual Limited has appointed Peninsula Australia Pty Ltd as its Authorised Representative 001274577 to distribute the product and provide general advice. To decide if this product is right for you, please read the Peninsula Protect Product Disclosure Statement (PDS) and Target Market Determination.