Workplace culture has undergone a profound shift over the past few years. Behaviours once dismissed as “just part of the job” are now being viewed through the lens of safety, respect, and psychological wellbeing.
Nowhere is this more evident than in a recent Fair Work Commission (FWC) decision involving a Jetstar engineer—an experienced worker whose conduct, described as “hazing,” ultimately cost him his job (the Jetstar case).
The case sends a clear message to employers and employees alike – the old norms are gone. The challenge now is how organisations can bring their more experienced workforce along the journey, without alienating them.
The Case That Signals Cultural Change
The FWC upheld Jetstar’s dismissal of a senior engineer after an incident in which he activated an emergency stop button, leaving two apprentices stranded several metres in the air. The FWC found this conduct amounted to dangerous “horseplay” with the potential for serious harm and therefore determined that the dismissal stands.
Importantly, the case went beyond a single unsafe act. Evidence also pointed to a broader pattern of behaviour – comments suggesting apprentices should endure hardship, taunts referencing past “tough” training environments, and conduct that made the junior apprentices feel unsafe to speak up.
In its reasoning, Deputy President Clancy made a striking observation—that the Applicant engineer, Mr McCrae, appeared to belong to an “ever-decreasing minority” who still believed hazing was acceptable workplace behaviour.
That statement highlights the difference in attitudes that many workplaces are dealing with today.
The Generational Gap in Workplace Norms
For many estiablished workers, particularly in trades, defence, aviation, construction, and similar industries, initiation rituals, pranks, or “toughening up” were historically normalised. These behaviours were often framed as bonding exercises or rites of passage, reinforced by the aged old mindset that “I had to go through it, so you should too.”
However, modern workplaces operate under fundamentally different expectations now:
- psychosocial safety is now a legal and operational priority
- respectful behaviour is non-negotiable
- power imbalances—especially between senior staff and trainees/apprentices—are closely scrutinised
What one generation viewed as resilience-building, another experiences as intimidation or bullying.
Why “Hazing” Is No Longer Tolerated
The disconnect is not necessarily malicious—it is cultural. But the consequences, as the Jetstar case demonstrates, are very real.
There are three key reasons why organisations can no longer overlook these behaviours:
- Safety Risks – The Jetstar incident involved physical danger—workers stranded at height in a safety-critical environment. The FWC emphasised in its Decision that even a single serious breach can justify termination.
- Psychological Harm – Evidence showed apprentices felt unsafe and reluctant to speak up. This kind of environment undermines reporting systems and increases organisational risk.
- Legal and Cultural Expectations – Workplace laws and standards have evolved. Behaviour once dismissed as “banter” may now constitute bullying or misconduct, particularly where there is a power imbalance.
Preparing the Old Guard Workforce for Change
The real challenge for employers is not simply enforcing rules—it is reshaping long-held beliefs. This requires a deliberate and respectful approach.
1. Acknowledge the Past—Without Endorsing It
Dismissing workforce experiences outright can create resistance. Instead, acknowledge that workplace culture has changed:
- “What was accepted 20 years ago isn’t acceptable now.”
- “Standards have evolved because we understand the risks better.”
This approach validates experience while making space for change.
2. Be Explicit About New Expectations
Ambiguity is the enemy of compliance. Organisations must clearly define:
- what constitutes inappropriate behaviour (including “jokes” and pranks)
- the consequences of breaches
- the importance of psychological safety alongside physical safety
The Jetstar case shows that employees cannot rely on “I didn’t think it was serious” as a defence – as the ole’ adage goes “ignorance is not a defence”.
3. Link Behaviour to Safety, Not Just Respect
For those who have been in the workforce for a lengthy period, safety is often a deeply ingrained value. Framing behavioural expectations in safety terms can be more effective than focusing solely on respect.
For example:
- hazing is not just “unprofessional”—it can create unsafe conditions
- intimidation discourages the reporting hazards – which goes against most H&S policies
- power dynamics can directly impact decision-making under pressure
4. Use Real Cases to Illustrate Consequences
Cases like the Jetstar case are powerful teaching tools. They demonstrate that:
- a long serving career does not protect against dismissal
- intent is less important than impact
- “pranks” can be treated as serious misconduct
Grounding conversations in real-world examples makes the message harder to dismiss.
5. Provide Practical Alternatives
It is not enough to say “don’t do this.” Organisations should show what positive behaviour looks like:
- mentoring instead of “testing” the younger workforce
- constructive feedback instead of ridicule
- inclusive team-building activities that do not rely on humiliation
Replacing old behaviours is more effective than simply banning them.
6. Train Leaders to Model Change
Supervisors and senior employees set the tone. If they continue to engage in outdated behaviours, change will stall.
Leadership training should focus on:
- understanding generational differences
- recognising unconscious bias toward “toughness”
- responding appropriately to complaints or concerns
7. Reinforce Through Policy and Practice
Policies alone are not enough. Organisations must ensure:
- consistent enforcement across all levels
- clear reporting pathways
- visible consequences when standards are breached
The FWC decision reinforces that failure to act can expose organisations to risk—but so can inconsistent enforcement.
A Turning Point for Workplace Culture
The Jetstar case is more than an isolated incident—it is a signal of broader cultural transformation. The FWC’s message is clear – hazing is not harmless, and it is no longer acceptable.
For organisations, the task ahead is not simply compliance but managing a cultural alignment to the expectations of today. Respectful workplaces are not about eliminating humour, camaraderie, or resilience. They are about ensuring those qualities are built without risk, without intimidation, and without harm.
The era of “toughen up” is ending. The era of respect—backed by accountability— has began and is here to stay.
Supporting Respectful Workplaces
Workplace standards and expectations continue to evolve, particularly around psychosocial safety, workplace behaviour and leadership accountability.
IRiQ Law can assist employers with reviewing workplace policies and employment contracts to ensure they remain compliant with current legal and operational requirements, delivering practical workplace training, and supporting leaders to manage cultural change effectively.
Our HR Retainer services also provide ongoing support, including Manager Training Programs covering employment law, HR obligations, and organisational policy application, helping organisations navigate evolving workplace obligations with confidence.
If your organisation is reviewing workplace culture or behavioural standards, contact us to learn how we can help.
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