A free tool can show you the award minimum. It can't actually open your agreement and read it. So it walks past the super set on an old number, the perk that only looks compulsory and the rule filed under the wrong heading. I read yours line by line against the award and the agreement it replaced. Then I hand you a short list of the clauses that don't say what your team thinks. Each one comes with the fix and what it's costing you.
A free tool checks your pay against the award minimum and stops there. It never opens the agreement and reads it. So it walks straight past the super set on an old number, the allowance pointed at the wrong rule and the perk that looks compulsory but is really optional. Those are the ones that cost money. They only show up if someone actually reads the thing.
The same problems turn up again and again. None of them are hard to spot once you know to look. All of them are easy to miss if you don't.
Your agreement sets super as the government rate plus a bit on top. Payroll types the total in once and leaves it. When the government rate goes up that number doesn't. Your super quietly falls behind and everyone ends up a little short.
An allowance says "see clause 12" but clause 12 is about something else. It looks tidy and official. Follow it and you pay the wrong amount. Sometimes on every line.
A rule about rostered days off gets printed under the heading about probation. Nobody thinks to look there so it gets missed. A rule you can't find is a rule you can't follow.
The agreement says a worker "can be" paid the higher rate. People read that as "has to be". They are not the same promise. That one word decides who is owed money.
Agreements list pay rises for the first few years then go quiet long before the agreement ends. With nothing written for today people guess the current rate. Guesses drift.
Change someone's hours and you have also changed who is covering the night shift and what each hour really costs. That flow-on is usually the part that bites.
Before I start I ask six short questions. Each one takes a quick call to payroll. They stop the report turning into a pile of guesses and let me give you a straight answer.
I go through the agreement line by line against the award and the old agreement it replaced. Where I can work a number out two ways I do both and check they match.
You get a plain list with the biggest problems first. Each one shows the clause, the maths and what it's costing. I also tell you what I checked and found fine. Knowing your agreement is sound is worth paying for too.
Once I've been through your agreement I know its moving parts. For a yearly fee I keep watch and flag the moment one of them shifts. The government super rate changes. The award rates go up in July. Your agreement hits its use-by date. A new agreement gets approved. You get one plain heads-up the moment it matters. Enough to fix a stale clause before it's paid out.
I'll spend twenty minutes with it and tell you the one or two clauses I'd look at first and why. That first look costs you nothing.
Email RyanBefore you hand a contractor the job I check your shortlist for the workplace-relations risk that stops jobs on site.
See the contractor screen →Put a role on the right award level then work out a weekly and yearly salary that clears the award across the whole roster.
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