By Dr Sarah Cotton

The release of the latest gender pay gap data from the Workplace Gender Equality Agency (WGEA) has prompted a lot of reflection across Australian organisations. 

More than 10,500 employers with over 100 employees are now publicly reporting their gender pay gap performance, covering nearly 5.9 million Australian workers. The data highlights how closing the gender pay gap is not primarily about paying women and men differently for the same role. It’s also about who gets access to opportunity, progression, security, and leadership positions over time.  

In other words, gender pay gaps are shaped by experience, not just policy and by the critical transitions people navigate across their working lives 

What the WGEA data tells us   

The latest WGEA report highlights several factors shaping gender pay gaps across Australian organisations. 

• The midpoint of employer average gender pay gaps is 11.2%, with the median at 8.0% 

• 54.8% of employers reduced their average total pay gap year-on-year 

• Discretionary pay (like bonuses) continues to show the largest disparity, with a 29.7% gap in favour of men 

• Men remain over-represented in senior and higher-paid roles 

• Women continue to experience slower career progression linked to caring responsibilities and career interruptions. 

• Taken together, the data reinforces a longstanding structural dynamic. Gender pay gaps are less about individual pay decisions and more about who progresses, who is rewarded, and who occupies senior and higher paid roles over time. Discretionary pay (including bonuses and allowances) plays a significant role, reflecting not just performance, but visibility, opportunity, and access to influence. 

These patterns are rarely the result of a single decision. Instead, they emerge over time through a series of moments that shape career trajectories. 

These moments are transition points where roles, identity, expectations and support structures shift, often subtly, but with long-term consequences. 

At Transitioning Well, we think about the gender pay gap through the lens of key transitions, or ‘moments of truth’ that have the potential to derail, but also provide opportunities for significant personal and organisational growth. 

Why transitions matter in closing the gender pay gap 

Pay gaps don’t emerge from a single salary negotiation. Gaps accumulate in the spaces between roles. In the return from parental leave that quietly sidelines someone for the next promotion. In restructures that push experienced women out. In work  environments that don’t  support a women  through menopause or other health transitions. In the step into leadership that occurs without adequate support, or doesn’t occur at all.  

Transitions determine: 

• Who stays and who leaves 

• Who progresses and who plateaus 

• Who feels supported and who disengages 

• Who gains access to leadership pathways and who does not and who stays still 

WGEA’s Ages and Wages report, released late last year, also makes the cumulative toll hard to ignore. The financial cost of the gender pay gap accelerates across a woman’s lifetime, peaking in the late 50s at a difference of $53,000 a year, with a key turning point identified at age 34. What this shows is how women navigating multiple transitions often absorb the cost of systems that were not designed with their realities in mind, unless organisations intervene deliberately.  

This matters at the leadership level too. Just 22% of CEOs are women, and while 43% of managers are women, that figure drops sharply at senior levels (WGEA 2025). Supporting women through the transition into leadership, not just placing them into roles, is one of the most direct and underutilised levers available to  organisations. Sustainable change requires action that addresses how people are recruited, promoted, supported, and retained and transition through their careers. 

What organisations can do 

WGEA is clear that analysing pay gap data is only the starting point. The harder work is knowing where to act. What we see at the coalface is that the organisations making the most progress are looking beyond policies, targets and reporting frameworks. They’re examining the day-to-day experiences that shape career progression, and treating the moments of transition as the place where inclusion takes hold (and where it quietly doesn’t). 

For example, leadership transitions. Each passage through the leadership pipeline, from learning to lead to being a leader of leaders and becoming an executive or partner, requires a fundamental shift in identity, values and ways of working. What made someone successful at the previous level doesn’t automatically or always transfer. And that gap, when unacknowledged and unsupported, is where confidence can falters and capable people hesitate or step back. 

For women, this can carry additional weight. The pressures and challenges of life as a female leader by managing perceptions, navigating competing demands during periods of organisational change don’t arrive in isolation. They arrive alongside everything else: health changes, caring responsibilities for both kids and ageing parents, and in the moments where professional identity and personal life pull in different directions all at once. 

By intentionally supporting people through the key transitions that define their working lives, organisations can address some of the most persistent and preventable drivers of the gender pay gap and build workplaces where talent, not circumstance or gender, determines outcomes. 

The post Addressing the Gender Pay Gap Through Better Transitions  appeared first on Transitioning Well.

In the demanding world of performing arts, psychosocial risks such as stress, isolation, and job demands aren’t uncommon. For Bangarra Dance Theatre (Bangarra), one of Australia’s leading First Nations performing arts companies, these challenges can be amplified by constant travel and working with an often-transient workforce.

Bangarra engaged Transitioning Well to deliver Workplace Mental Health Coaching (funded by NSW Government) on understanding their WHS obligations and, more importantly, to upskill their people and foster a psychologically safe and healthy workplace.

The Challenge

Bangarra’s unique context brings a complex set of psychosocial risks. As HR Manager Atul Joshi explained, “We became very conscious of the legal frameworks that were developing around managing psychosocial risk in our company… Plus, the developments around positive duty of care. So we started looking at programmes that enabled Bangarra to address our legal obligations, but also skilled up our people, our managers in particular, around issues relating to mental health.”

With half the year spent touring, many staff – including young performers – are away from home and support networks for extended periods. Production Manager Cat Studley described the pressure: “There are deadlines every single day… and there is the mentality for a lot of people, that the show must go on.”

Some of Bangarra’s First Nations staff and dancers also experience additional layers of generational trauma, making the need for robust mental health support even more critical.

Learn more about Workplace Mental Health Coaching, proudly supported by the NSW Government.

The Coaching Approach

The coaching, funded by the NSW Government, gave Bangarra the dedicated time and space to equip touring company leadership with practical tools and strategies to identify and manage psychosocial risks.

Cat Studley explained, “She [coach Anna Kijowska] gave us some really good tools around what our first step should be”.

Cat also reflected that the coaching helped connect the touring company leadership team. “It helped us ask questions, for example, ‘Oh, I saw that you were struggling with that… Do you need support with that?’ It made it clearer how we could support each other as well as offer support within our teams.”

“Anna was great at looking at a situation and saying, ‘How do you think you should do it better? What do you think the problem was?’. Coaching was all about reflecting on things, and I think that is key.”

Coach Anna Kijowska noted that the team’s positive attitude to change enabled them to get the most out of their coaching experience.

“Touring company leadership were open to reflecting on what was and wasn’t working, and genuinely wanted to create a safer, more supportive environment – not just tick a compliance box.

“What really stood out to me about Bangarra was their willingness to engage with the process, even when it meant looking at some uncomfortable truths about workload, communication, and the unique pressures of touring.”

“Their leaders are keen to build strong, authentic relationships with team members, encouraging self-reflection and problem solving to make sure they take the most respectful approach when it comes to addressing issues. Leaders asking questions and being genuinely interested in the answer, allows a deeper sense of connection and increases the likelihood to reach out for help when things are more difficult.”

A key part of the coaching was breaking down complex challenges into actionable steps. “We spoke a lot about really recognising the signs [of mental health distress] … when someone’s having a bad day … and what we can do past that moment,” said Cat.

“Once we’ve identified a problem, how we support someone and what we do in those steps … and how we can help support the rest of the team as well as that person.”

Anna added: “Bangarra’s approach to document management and psychosocial risk reporting was a practical example of their commitment to improvement. They didn’t just want a system for the sake of it – they wanted something that would actually help people feel safe to speak up, and ensure issues were addressed quickly and fairly.”

Outcomes and Benefits

The impact of coaching has been tangible across Bangarra. Atul noted, “There’s a greater level of comfort for people to share things, experiences, to report things because I think they feel that they will be heard if there are issues and … that we will do something about it.”

Cat observed a significant cultural shift: “When I started [eight years ago], there was quite a lot of staff turnover … This year, all of the dancers are staying, which is great. We’re getting the same contractors back too because they want to work with us … I can see the change.”

Anna reflected, “It’s been rewarding to see the ripple effect of coaching at Bangarra. The team is not only more confident in managing their own stress, but they’re also supporting each other and modelling healthy behaviours for the rest of the company. That’s the real mark of success – when the benefits extend beyond the initial group and start to shape the whole culture.”

Practical changes have also been implemented, such as revising job design, remuneration structures, and introducing formal reporting mechanisms for bullying and harassment.

“We’ve changed our production team’s contracts over the last year,” Cat notes, citing previous overtime for the production team that ultimately led to the accumulation of time in lieu, that was rarely taken.

Now, says Atul, we say, “We will pay you for the extra time and clock that extra time so that you’re getting something back for it rather than a promise of extra leave which never eventuates.”

The Next Act

Bangarra Dance Theatre’s experience shows how Workplace Mental Health Coaching can be a powerful tool for managing psychosocial risk, building trust, and fostering a culture of openness and support.

As Cat advised other organisations, “Having anything in your back pocket to help with mental health is a good thing… I don’t think any training is a bad thing… It’s a really useful tool to be able to reflect on what has happened previously and how you can move forward with different ideas and different ways of coping with situations.”

Anna’s final thoughts: “Bangarra’s journey shows what’s possible when an organisation commits to genuine change. Coaching is just one part of the puzzle, but when it’s combined with practical systems and a willingness to listen, it can make a real difference.”

The post ‘The Show Must Go On’: Managing Psychosocial Risk in the Arts appeared first on Transitioning Well.

By Dr Sarah Cotton

Family and Domestic Violence (FDV) is not an issue that sits outside the workplace. One in four Australian women, and many men and gender-diverse people, will experience family and domestic violence in their lifetime. That reality includes the staff of nearly every small business.

Since August 2023, all employees, including casuals, in businesses of all sizes have been entitled to 10 days of Paid FDV leave each year. Recent findings from the Flinders University Independent Review show that employers are committed to support staff experiencing violence but often feel unsure about how to respond, what the law requires or how to navigate a conversation that may be emotional or unexpected.

Without the benefit of a HR team, many employers are handling these moments in isolation. The fear of misstepping, breaching privacy, over-questioning, or inadvertently causing distress, can leave employers hesitant at the time when clarity and support matter most.

The impact isn’t theoretical. Lived experience advocate Cathy Oddie sought time off to attend court for a Family Violence Intervention Order hearing. The response she received from her employer, which included a request to document her time in hourly detail and have it signed by a court registrar, added stress to an already traumatic situation. She eventually left that employer. Experiences like Cathy’s show how a well-intentioned but ill-informed response can create further harm and result in the loss of valued staff.

To address this gap, there is tailored guidance on 10DaysPaidFDVLeave.com.au, a one-stop website to support small businesses understand and administer paid FDV leave in their workplaces. Included among the resources is an induction resource for casual workers explaining the entitlement in clear terms, and conversation simulations to help small business leaders learn how to respond while maintaining professionalism and boundaries. The entire site aims to help employers respond with care while keeping professional boundaries, ensuring employees feel safe and supported without needing to act as a counsellor or legal expert.

Small businesses are uniquely placed to create supportive environments. Their teams are close-knit, and conversations often happen directly between people who often know one another well. A considered response in these moments can make a big difference, build trust and help an employee stay connected to their workplace.

The policy exists. The guidance is available. The new resources provides clarity, confidence, and practical tools for employers, helping them meet their obligations while supporting staff through difficult circumstances.

The post One in four employees may need Paid Family and Domestic Violence leave appeared first on Transitioning Well.

Picture this: You’re a working parent managing two school-aged children. Your phone buzzes. Another class WhatsApp message – one of 2,914 you’ll receive this year.

“Parents, brace yourselves,” warns Georgie Dent, CEO of The Parenthood. Beyond those relentless messages lies an even bigger challenge: “1,244 invisible admin tasks — planning school pickups, managing extracurriculars, booking medical appointments.” Add it all up, and working parents are performing three months of unpaid, unseen labor on top of their regular jobs. The price tag for this invisible work? A staggering $10,990 at minimum wage.

This invisible mental load is crushing working parents worldwide, manifesting as a constant cycle of stress, overwhelm, and guilt. While the landscape of work has changed in the last few years, the challenge of managing this unseen labour alongside professional responsibilities remains unsolved. The post-pandemic era has ushered in lasting changes to how we think about work, family, and the integration of both—but has it done enough to address this hidden burden?

Not really.

For all our modern progress, we still aren’t setting up parents to flourish at work. But wouldn’t it be great to set up working parents for success rather than failure? 

We can, and that’s where role design comes in.   

Organisations today are responsible for addressing and mitigating workplace psychosocial hazards—including role design.  Psychosocial hazards refer to work aspects that can harm employees’ psychological health and wellbeing. These hazards include workplace stress, bullying, harassment, excessive workload, and inadequate support systems.  

Role design is the secret sauce to keeping your working parents engaged and happy. Ok, onsite childcare, autonomy and flexibility go a long way too.  

What is role design?  

Role or job design refers to the duties and tasks required to perform a role and how those tasks and duties are structured and scheduled. 

Role design helps to determine what tasks are done, how the tasks are done, how many tasks are done and in what order the tasks are done.

Principles of good role design: 

1. Actively involve the people who do the work. 
2. Engage decision makers and leaders. 
3. Identify hazards, assess and control risks, and seek continuous improvement. 
4. Learn from experts, evidence, and experience.

Approaches to role design include:

Job Enlargement: Job enlargement changes the jobs to include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility.

Rotation: Job rotation moves employees from one task to another. It distributes the group tasks among a number of employees.

Enrichment: Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities.

Work Design (Job Engineering): Work design allows employees to see how the work methods, layout and handling procedures link together as well as the interaction between people and equipment/technology.

The Smart Framework

Using the SMART framework in designing effective work involves setting Specific, Measurable, Achievable, Relevant, and Time-bound goals, ensuring clarity, accountability, and a structured approach that enhances productivity and success in the workplace.

Increase job resources:

• S   Provide stimulating work.
• M  Provide mastery resources.
• A   Provide agency.
• R   Foster relational resources.

Ensure tolerable demands:

• T   Create tolerable job demands – load and time, emotional, role, cognitive, environment and physical, and relational.
• Create tolerable organisational demands – organisational change, organisational justice and job security.

Why it matters  

Returning to work after parental leave can be a daunting prospect, as parents often face the dual challenge of readjusting to professional responsibilities while ensuring the wellbeing of their growing families.  

“Supporting parents with their return to work is not just the right thing to do, it’s the smart thing to do,” says our co-founder, Justine Alter. 

“Put simply, if you don’t support parents, you will lose them,” she says. “Employees want to know that there’s a culture of support for them. That could mean flexibility, it could mean clear pathways to promotion, or it could be something else entirely. It’s going to be different for everyone. What remains the same is that need for a culture of support. And organisations that don’t offer that, that don’t support parents, won’t attract or retain the best talent.” 

What working parents want

Autonomy  

When autonomy is incorporated into role design, people are empowered to make decisions, set goals, and determine how they accomplish their work. 

Autonomy at work offers several benefits: 

1. It enhances job satisfaction by giving individuals a sense of ownership and control over their work. This, in turn, contributes to increased motivation and engagement. 
2. Autonomy fosters creativity and innovation as employees have the freedom to explore different approaches to their tasks. 
3. It promotes a healthier life-work integration as individuals can tailor their work to better suit their personal needs and responsibilities. 

There is a caveat to this — the level of autonomy should be balanced, as excessive autonomy without appropriate guidance or support may lead to feelings of isolation or uncertainty. Striking the right balance in role design, where employees have a reasonable level of autonomy coupled with clear expectations and support systems, contributes to a more effective and satisfying work environment. 

Flexible work arrangements 

One of the key aspects of crafting role design for returning parents is flexible work arrangements. This may include options such as remote work, flexible hours, or compressed workweeks. Such flexibility supports work-life integration and empowers parents to manage their responsibilities at home while meeting their professional commitments.

Some helpful tips:

• Encourage employees to be open about what they need in terms of work/life integration.
• Curiosity and respect will go a long way when having conversations with employees.
• Ask, don’t assume!
• When considering the needs of working parents, don’t forget about fathers and non-birth parents.

Find all our practical guidance and resources for supporting parents and carers in the workplace here.

The post Role design: How to make work more parent-friendly appeared first on Transitioning Well.

By Dr Sarah Cotton

As we transition back into work mode after the holidays, you’re not alone if you are struggling to get into flow. It’s normal to find the adjustment difficult after enjoying a slower pace over the holidays and then needing to step back into the old rhythms and routines of our working lives.  

Luckily, there are a few strategies to make the transition back into work in 2026 much smoother. Read on for tips from our co-founder, Dr Sarah Cotton.   

 
Remember, it’s not just you transitioning back 

For those of us that may still have full homes (partners still on leave, kids still on school holidays), it may take some time for those around to adjust to us heading back to work and not being as present to put another coat on the clay creation at the drop of a hat.   

Having a conversation about this and naming it can be really helpful – we have a well-worn saying at TW, “Even if it is uncomfortable to have the conversation choose discomfort not resentment.”

It might mean putting in place some strategies to help you stay somewhat sane in the last few weeks of the January Juggle (i.e., scheduling a lunch break that enables you to get the kids lunch if they are around, or letting the kids know that if they need lifts, you will need some notice to be able to schedule drop-offs around meetings).  

Know that we’re all feeling it   

It’s not just you — even those who love their jobs can find the transition back (or seasonal comedown) from holidays tricky.  

If you’re a leader, empathise with colleagues, and don’t expect everyone to be back all guns blazing.  

Refresh your workspace   

This can be particularly beneficial if you work from home or have spent a lot of time at home during the break. Clean up your workspace and declutter. Creating a tidy and more personal space can improve your mood.  

Plan another break   

Are you already dreaming about your next holiday? Book it! Use this time to plan your next break. It will give you something to look forward to and work towards.  

Get back to basics 

Don’t forget about those building blocks of good health during times of transition – eat, move, sleep, and connect. Uncover the habits and behaviours that make you most energised, happy and healthy in your daily life, and embrace an experimental mindset to try new approaches in 2026. 

Know what you enjoy about work  

We know that good work is good for us. It helps build connection, mental stimulation, and a sense of purpose and gives structure to our day. In the work we do in the retirement transition, people often miss these things the most when they are no longer working.  

Focus on the opportunities, not the challenges 

Often, we get stuck by our own fixed return mindsets and boundaries. Spend some time considering what you want to spend more or less time doing in work and life.  

The new year brings the opportunity to get out of autopilot and not revert to the same, staid ways of doing things.

The post How to adjust after the holidays appeared first on Transitioning Well.

By Transitioning Well

“The difference between successful people and very successful people is that very successful people say no to almost everything.”

-Warren Buffet

With workplace mental health claims now averaging 29 weeks of leave (Safe Work Australia), the importance of rest and recovery has never been more critical. Yet many leaders and their teams work relentlessly until the last possible moment, carrying exhaustion and a heavy mental load into their break.

Our psychologists – Dr Eleanor De-Ath Miller, Vanessa Miles, and Gagan Mudhar – share evidence-based strategies to help your team genuinely recharge and return stronger in 2026.

The science of switching off

“The higher the mental load we carry into the holidays, the less we’re able to switch off — and the longer it takes to recover,” says Dr Eleanor De-Ath Miller. 

“People have less chance of more complete recovery or rest if they’re going on leave completely exhausted, so being proactive in helping people leave work behind is important.”  

Action Steps for Leaders:

• Set clear, realistic expectations before the holiday period
• Actively observe signs of stress or overwhelm
• Take responsibility for managing workload demands
• Create buffer zones between work and holiday periods

The power of intentionally slowing down

“Working until the last minute doesn’t allow people to process tasks, deadlines, and issues,” notes Gagan Mudhar. “A deliberate wind-down period is essential for mental processing and true recovery.”

Practical strategies:

1. Audit team priorities: Distinguish between essential tasks and pre-holiday pressure
2. Create transition time: Build in reflection and handover periods
3. Establish clear communication protocols for the break
4. Set realistic January expectations

Mastering the art of ‘no’ 

For leaders and teams alike, we all want to connect with others during the holidays but it can get a bit much in December and January. Depending on what else is going on in our lives (and the level of recovery we need), Eleanor recommends setting boundaries around events.

Ask yourself (and your people):

• Which events are truly non-negotiable? 
• What aligns with current energy levels and capacity?
• What can wait until energy reserves are replenished?

Instead of yes as a default to all invitations, try letting people know you’ll think about it and get back to them or even practice ways to say no says Eleanor. 

Reflection and reset

When thinking about the year that was, it’s important for leaders to engage in meaningful conversations with the team says Gagan. Asking questions such as “How was this year for you?” and “What could I have done differently to support you?” opens up channels for constructive feedback and helps identify areas for improvement. Additionally, reflecting on the team’s collective experience and the leader’s role during critical moments can unearth valuable insights.

Key questions for leaders to ask their people 

• What are the key priorities right now?
• What is necessary/critical and what is pre-holiday pressure, but actually not essential?
• What help do you need (specifically) so that you can do what you need to do?
• What do you need to have tied up so that you can actually switch off on holidays? 
• How can I help you do that?

7 types of rest

Dr. Saundra Dalton Smith’s 7 types of rest offers a valuable framework for understanding your team’s individual needs says Vanessa. 

The 7 types of rest: 

Physical Rest: The need for adequate sleep, relaxation, and recovery for the body.

Mental Rest: Taking a break from cognitive tasks and allowing the mind to unwind.

Emotional Rest: Nurturing emotional well-being and finding sources of joy and comfort.

Social Rest: Balancing social interactions by choosing connections that bring replenishment rather than drain.

Sensory Rest: Reducing exposure to overstimulating environments and giving the senses a break.

Creative Rest: Stepping away from routine and engaging in activities that inspire creativity.

Spiritual Rest: Connecting with something greater than oneself, finding purpose, and seeking inner peace. 

Leaders can remind their teams to consider the type of rest they require during the holidays, fostering a holistic approach to recovery. 

Energy-auditing

Leaders cannot guide their teams to a refreshed start if they are not walking the talk themselves. “Whatever they’re saying to their teams, also applies to them but with a need to be really self-aware and intentional. There shouldn’t be a second set of rules,” says Eleanor. Recommending leaders take some time to reflect and think about, How am I going to rest and recuperate? What is energising?  

“Leaders should identify habits that hinder their ability to switch off and, when necessary, seek the support of trusted peers who can provide constructive feedback,” says Gagan. 

Leaders can do this by conducting an energy-audit: a quick exercise to take stock of which things are draining their energy in lead up to the holidays (and therefore need to be managed), and which are building their energy (and therefore need to do more of). 

“Conducting an energy audit allows leaders to pinpoint activities that drain or replenish their energy, aiding in a more mindful approach in the lead up to the holidays.” 

Leaders play a pivotal role in shaping the post-holiday landscape for their teams. By adopting a proactive and reflective approach, they can pave the way for a truly refreshed start and help promote a positive and energised work environment in 2026.  

Keen to support your team in 2026? Book a call to learn how we can help you deliver lasting change in your organisation.

Find out more

The post A Leader’s Guide to Meaningful End-of-Year Recovery appeared first on Transitioning Well.

By Sarah Alwyn

The end-of-year rush hits differently now. While holiday season stress isn’t new, today’s always-on culture and hybrid work environments have amplified workplace mental health challenges.

The Black Dog Institute reports that one in six working-age Australians are currently experiencing a mental health illness, with workplace stress being a significant contributor. This pressure often intensifies during December, when shorter deadlines collide with increased social commitments and year-end responsibilities.

As a leader, recognising and responding to stress signals – both in yourself and your team – is crucial. Beyond Blue’s research indicates that while many people maintain a brave face during December’s busy period, mental health support services see a significant spike in demand during January, suggesting the cumulative impact of holiday season stress often surfaces after the break.

Key warning signs to watch

• Working extended hours over a prolonged period: starting early and finishing late
• Difficulties managing boundaries between work and home: answering emails and responding to texts at night
• Forgetting to eat and to take a break at the appropriate time
• Missing an important work meeting or family event due to being too distracted or overwhelmed
• Irritability and easily prone to anger
• Reduced energy, fatigue and lowered mood
• Anxious thoughts – self-doubt and reduced confidence in making decisions
• Lapses in concentration and making mistakes
• Disrupted sleep
• Change to appetite

What leaders can do to better look after ourselves and our people

The good thing is, we can manage stress and there are many things you can do to ensure you are looking after yourself and your team.

These don’t require too much physical or emotional exertion, just some consideration and intention based on the following:

• Call out and name the warning signs and symptoms (as noted above) – this provides clarity and a better understanding of the impact of the current situation
• Be clear about start and finish times before the day begins, to ensure you keep timeframes in-check
• Use ‘moments’ to manage the pace of your day by stopping for brief seconds/minutes to acknowledge how you feel and create space to momentarily pause, breathe and engage in movement
• Diarise in your online calendar specific timeframes for daily meal, bathroom and brief rest breaks – to create importance about these necessary activities
• Check-in on people who are displaying warning signs of stress or a decline in mental health and wellbeing – ask them how they are feeling, offer support, and explore what may help to reduce the impact of stress
• Encourage team members to look after themselves by communicating regularly about how to manage their wellbeing at work – by taking rest breaks and maintaining strong social/collegiate connections and speaking-up when they need support
• And importantly, lead by example. Be intentional about prioritising actions that reduce stress and promote wellbeing. Maintain consistent communication with your people about the significance of these efforts.

The holiday season is a busy time, so take note of the warning signs of stress and be intentional about how to look after yourself and your valued team members.

Planning for the January transition

In Australia, we often see an increase in mental health issues in January – people are often stressed in the lead-up to Christmas, but it’s afterwards that issues can surface. As a leader, it’s worth keeping this in mind and noticing changes in how your people behave.

Lifeline Australia reports a 15-20% increase in calls during January, highlighting the need for proactive support planning. Consider:

• Scheduling lighter workloads for early January
• Planning regular check-ins with team members
• Being alert to post-holiday stress signals
• Having support resources readily available
• Encouraging use of EAP services and wellbeing resources proactively.

Businesses across NSW have access to free coaching from a highly trained expert to help create or fine-tune your mentally healthy workplace. Through confidential one-on-one sessions, a coach will help address issues or identify risks to mental health within your business and give you practical tools and strategies to manage them. Find out more here. 

The post Managing Workplace Stress During the Holiday Season appeared first on Transitioning Well.

You work a full day, drive the kids to various after school activities, make a mad dash to the supermarket to pick up something for dinner, check emails … and then remember you need a gift for Aunty June’s birthday tomorrow.

Sound familiar?

Our new research shows the “mental load” of managing a household on daily basis falls disproportionately to mothers. This means all the remembering, planning, anticipating and organising that keeps family life running “sticks” to mothers in partnered, heterosexual couples even when they work full-time, earn high incomes, or are the family breadwinner.

While mothers who earn and work more do less of the physical domestic tasks, the mental load remains unmovable. This reveals a less recognised or seen – but nonetheless enduring – barrier to gender equality at home that persists across different work and income patterns.

What is the domestic mental load?

The domestic mental load is the essential emotional thinking work that keeps family life functioning. We measured it by 21 distinct tasks, ranging from keeping track of when children’s nails need clipping, to ensuring the fridge is stocked for the next meal. We asked more than 2,000 US-based parents living in a heterosexual couple which partner is mostly responsible for each task.

On average, mothers report being mainly responsible for 67% more household management than fathers. As the figure below shows, we observed the largest gaps for “core”, routine tasks that often crop up daily, including family scheduling, managing the cleaning, organising childcare, managing social relationships, and taking care of the food.

While fathers report greater responsibility for cognitive tasks related to household maintenance and finances, these gender gaps are comparatively small. These are also tasks that are typically less urgent and done less frequently.

So, while fathers are contributing to mental labour tasks, they are much less likely to say they are primarily responsible for them. This is an important distinction because primary responsibility means accountability – it’s who gets blamed when things go wrong or are forgotten.

But cognitive labour is only one piece. We also found that, on average, mothers are doing 85% more of the physical childcare and housework, too. These patterns are not just a US parent phenomenon – our interviews with Australian parents demonstrate a similar pattern. Mothers are carrying heavier domestic loads both in their physical labour and in their minds.

Mothers’ ‘sticky’ situation

We know from decades of research and the results from our own survey that mothers who work longer hours spend less time in housework and childcare on average. Earning more money is also a key bargaining tool for mothers to reduce their domestic contributions.

Crucially, though, we do not see these same patterns when it comes to the mental load. Instead, mothers who work and earn more still do significantly more than their fair share of the mental load, even as their physical workloads lighten.

We call this “gendered cognitive stickiness”: once the mental load is socially assigned to mothers – and, given gender expectations of mothers’ role as primary caregivers, it almost always is – it tends to “stick” to them regardless of their employment status or how much they earn.

This reflects how different the mental load is from physical childcare and housework. Cognitive domestic labour is not seen, acknowledged, or discussed in the same way as physical chores. This is precisely because it happens inside our heads — anywhere, anytime — and is usually only visible when something goes wrong, such as a forgotten appointment or a key ingredient missing from the cupboard.

The fact mothers do so much more of this cognitive labour than fathers even as employment and earnings increase reflects how much harder the mental load is to outsource, offload, or devolve to others than physical chores.

Because of this, no amount of money or career success frees mothers from the unseen and constant need to remind, anticipate, and coordinate everything that needs doing for the family.

We do find that when fathers earn more, they take on more of this thinking work. For example, fathers earning more than $100,000 reported 17% more involvement in “core” mental tasks, such as arranging extracurricular activities. We suspect this reflects new norms that expect fathers to be more involved in the primary care of children as well as the flexibility more common in high-paying jobs.

However, fathers’ increased contributions do not offset mothers’ overall burden. Mothers are still shouldering the bulk of the mental load.

These findings indicate a plateau in progress towards gender equality. While women have achieved high rates of education and workforce participation, men’s participation in household work – especially the mental load – has not kept pace.

The enduring domestic mental load helps explain why mothers, including those working and earning healthy incomes, feel stretched thin, stressed, and short on time. They are holding down paid jobs and keeping on top of all the household needs in their heads. This has negative implications for women’s wellbeing, careers, and families.

Equalising the mental load is not just about fairness. It is also about ensuring that families can thrive and that progress toward gender equality continues rather than stalls.

Leah Ruppanner, Professor of Sociology and Founding Director of The Future of Work Lab, Podcast at MissPerceived, The University of Melbourne; Ana Catalano Weeks, Associate professor in comparative politics, University of Bath, and Helen Kowalewska, Lecturer in Social Policy, University of Bath

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Your first six months of DEI activity for 2026

To help support your DEI activity in 2026, we’ve mapped out the first six months of the Ultimate HR Calendar against our range of workshops. Contact us to book a series of 2026 workshops, or talk about other ways we can help you drive successful outcomes in 2026 and beyond.

February Workshops

Crisis and Career Shocks
Practical strategies to support leaders in helping team members through personal or career crises.
Aligns with: World Cancer Day (4 Feb)

March Workshops

Leading Through Ages and Stages
Move beyond generational stereotypes with inclusive, evidence-based strategies for age-diverse teams.
Aligns with: Zero Discrimination Day (1 Mar)

Harnessing Neurodivergence in the Workplace
Introductory session for all employees on embracing neurodivergent thinking to boost team outcomes.
Aligns with: Zero Discrimination Day (1 Mar), Neurodiversity Celebration Week (17–23 Mar)

Leading Neurodiverse Teams
Advanced workshop for leaders to build capability and apply practical strategies to support neurodivergent employees.
Aligns with: Zero Discrimination Day (1 Mar), Neurodiversity Celebration Week (17–23 Mar)

Building a Neuro-inclusive Workplace
For HR and executives: explore how to create environments where neurodivergent talent can thrive.
Aligns with: Zero Discrimination Day (1 Mar), Neurodiversity Celebration Week (17–23 Mar)

Why Menopause is Everyone’s Business
All-employee session to raise awareness and open up conversations around menopause at work.
Aligns with: International Women’s Day (8 Mar)

Menopause Training for Managers and HR
Equips leaders with tools to support employees through the menopausal transition.
Aligns with: International Women’s Day (8 Mar)

April Workshops

Health Reset
Explore why wellbeing slips and learn strategies to reset health habits.
Aligns with: World Health Day (7 Apr)

Building Confidence: Overcoming Imposter Syndrome
Understand and reframe limiting beliefs to build self-confidence.
Aligns with: International Imposter Syndrome Day (13 Apr)

Leading Psychosocial Safety
Support leaders to identify and manage psychological risks to create healthier workplaces.
Aligns with: World Day for Safety & Health at Work (28 Apr)

May Workshops

Family and Domestic Violence
Introductory session to help employees recognise and respond to FDV in the workplace.
Aligns with: Family Violence Prevention Month (May)

Supporting Working Parents
Best practice strategies for leaders to support employees through the parental leave journey.
Aligns with: International Bereaved Mother’s Day (3 May)

Supporting the Ongoing Seasons of Parenthood
Supports leaders to manage psychosocial risks and support working parents through evolving challenges.
Aligns with: Family Equality Day (3 May), Day of Families (15 May), Global Day of Parents (1 Jun)

Preparing for Parental Leave
Practical tips for employees transitioning into parenthood.
Aligns with: Maternal Mental Health Day (6 May)

Returning from Parental Leave
Support returning parents with tools for a confident re-entry to work.
Aligns with: Maternal Mental Health Day (6 May)

June Workshops

It’s the Best Time in History to Be a Dad
Explore the evolving role of fathers and how it benefits all genders.
Aligns with: International Father’s Mental Health Day (15 Jun)

Contact us to discuss your 2026 learning and development needs.

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How Workplace Mental Health Coaching Transformed a Small Law Firm

Workplace Mental Health Coaching helps businesses create a psychologically healthy workplace and align to their obligations under NSW Work Health and Safety legislation.

When sharing her experience of Workplace Mental Health Coaching, Michelle Oates – founder and Principal Lawyer at Connect Family, a small family law firm – says, “If you’re thinking you don’t have the time [for coaching], you desperately need it.”

For Michelle, the catalyst for coaching was the recognition that she wanted to create a mentally healthy workplace for her employees, while also doing what she needed to do to look after herself as a founder, lawyer and business owner. “If you can’t put on your own oxygen mask, then you’re no good to anyone,” she says.

Before she attended her first session, Michelle acknowledges she was considering selling her business. Now, she says, “Why would I sell this? We are doing something phenomenal here. It was a big, powerful thing for me.”

‘It’s me, hi, I’m the problem’

Michelle laughs, quoting Taylor Swift when asked what surprised her about Workplace Mental Health Coaching.

“I didn’t realise how much of an obstacle I’d become in my own business,” she says. “Not through malintent, but just because the whole business was relying on me. Because that’s how I set it up.”

“I was trying to operate the business as if everything depended on me and I was doing that for them,” Michelle notes. “But as a result, I was not always the nicest person to be around.”

“[Coach] Anna said to me, ‘If your team don’t know where you’re going, how do they know whether they want to follow?”

“Michelle quickly became more aware that because something was clear to her, it didn’t mean it was clear for others,” Anna says.

Playing to strengths

One of the biggest psychosocial risks that Michelle worked through was poor job design – effective work design should be used to eliminate and minimise psychosocial hazards and risks in your workplace.

“Anna said to me, ‘I want you to go ask all the staff, what do they love doing? What’s their why? Why do they get up in the morning?’”

It was this process that led to a discussion with a staff member who was – at that point – looking for other opportunities outside the business. Michelle quickly realised that this team member had a skillset she wanted to retain to support the growth of her organisation.

“She’s now my business development manager, and it’s been amazing,” Michelle says. “It’s a huge shift, and it was just redesigning a role. We didn’t lose her, and she’s never been happier.”

Michelle acknowledges that the conversations around role design would not have happened without coaching.

Coaching can teach effective techniques to open up meaningful conversations with your workers through thoughtful consultation. This approach can help businesses uncover valuable insights and identify solutions that create mutual benefits –potentially enhancing business performance and employee satisfaction.

Consulting and cooperating are an essential part of managing work health and safety risks in your workplace. It’s also a legal requirement under the Work Health and Safety Act 2011.

Coach Anna Kijowska notes that in addition to staff consultation, Michelle was encouraged to reflect on her own role.

“I hate processes and procedures,” Michelle says, acknowledging that she continually stretched herself to work across areas that were, in her own words, “not for her”.

This process led to the employment of a chief operator officer, which has allowed Michelle to focus on her role as Principal Lawyer, and delegate more.

“So instead of everything coming to me, it’s going to the person whose day job it is, and they bloody love it!” she says.

Bringing it all together

Michelle notes that coaching gave her the opportunity to build scaffolding in her workplace and identify blind spots.

“They’re not weaknesses,” she says. “They’re blind spots. And having someone to talk through those who’s not your mum, dad, husband or wife, who always take your side … but someone to hold you to account and say, ‘actually, let’s unpack this some more’ … that’s so important.”

Michelle notes that Anna regularly challenged her to think differently about why she was looking at a particular policy, reviewing a particular practice, communicating a particular way. She adds that Anna helped her see that being vulnerable was OK.

“The flow-on effect is we’ve got really great, open communication within the firm,” she says.

Coach Anna speaks about Michelle’s journey with a great deal of pride, calling her a ‘dream client’.

“In between our last two sessions Michelle did the consultation with the staff, the risk register, put everything in place. She was really able to leverage everything they already had and introduce some new roles and processes, which is really positive too.”

“For me, I got a lot of value from the flow-on effects of coaching,” Michelle says. “I’ve got a lot of value out of understanding who I am as a leader.”

Learn more about Workplace Mental Health Coaching here.

Resources for NSW businesses

Code of Practice: Managing psychosocial hazards at work – practical guidance on the process persons conducting a business or undertaking (PCBUs) could use to identify and to manage psychosocial hazards at work.

Designing Work to Manage Psychosocial Risks – information about how work designs can be used to eliminate and minimise psychosocial hazards and risks in your workplace.

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