Choose from a wide range of NEWCV resume templates and customize your NEWCV design with a single click.
Use ATS-optimised Resume and resume templates that pass applicant tracking systems. Our Resume builder helps recruiters read, scan, and shortlist your Resume faster.
Use professional field-tested resume templates that follow the exact Resume rules employers look for.
Create Resume
Use professional field-tested resume templates that follow the exact Resume rules employers look for.
Create ResumeBefore you sign an employment contract in Australia, check whether the offer actually matches the job you accepted, the pay is lawful for your award or enterprise agreement, the role expectations are clear, and the contract does not quietly limit your future options. A good employment contract should confirm your position, salary, hours, location, leave, probation period, notice period, confidentiality obligations, restraint clauses, bonus terms and workplace flexibility arrangements. A risky contract is usually not dramatic. It is vague, one sided, silent on important details, or full of clauses that sound normal until you try to leave, negotiate, work flexibly or claim an entitlement. I always tell candidates this: do not read an employment contract like a formality. Read it like the document both sides will rely on when things become inconvenient.
An employment contract is not just a polite confirmation of your new job. It is the document that sets the practical rules between you and the employer. It usually sits alongside the National Employment Standards, any applicable modern award, an enterprise agreement, workplace policies and relevant Australian employment law.
This is where candidates often get caught. They assume the contract is the full picture. It is not always. In Australia, your minimum entitlements may come from several places, not just the contract sitting in front of you.
Your contract can give you more than your legal minimums, but it generally cannot take away minimum entitlements under the National Employment Standards, an applicable award or an enterprise agreement. That matters because some contracts are written in a way that sounds very official while still being incomplete, unclear or quietly favourable to the employer.
From a recruitment perspective, I also look at contracts as a signal. A clear, fair and specific contract usually suggests the employer has decent internal processes. A messy, vague or overly aggressive contract often tells me the workplace may be just as messy behind the scenes. Not always, but often enough that I would not ignore it.
The contract should answer a simple question: what am I agreeing to, what am I being paid for, what do I owe the employer, and what does the employer owe me?
If you cannot answer that after reading it, do not sign it yet.
The biggest mistake is checking only the salary and job title.
I understand why it happens. You have gone through the interview process, the employer finally says yes, and suddenly the contract feels like the boring admin part before the exciting new chapter. But this is exactly when you need to slow down.
Most contract problems I see are not because candidates failed to understand complicated legal language. They missed basic practical issues hiding in plain sight.
They did not check whether the salary includes overtime. They did not notice the role title had changed. They assumed hybrid work was guaranteed because it was mentioned verbally. They did not question a broad restraint clause. They accepted a bonus structure that was entirely discretionary. They signed a contract that allowed the employer to change duties, location or reporting lines with very little notice.
Then six months later, when there is a disagreement, everyone suddenly becomes very interested in the exact wording.
The recruiter reality is this: hiring conversations are often warm, flexible and optimistic. Contracts are where the employer protects itself when that optimism wears off.
That does not mean every employer is trying to trick you. Most are not. But contracts are usually written by the employer, for the employer, with the employer’s risks in mind. Your job is to read it with your own interests in mind.
Start with the basics. Does the contract reflect the actual job you were offered?
Check:
Your job title
Employment type
Reporting line
Work location
Start date
Ordinary hours
Main duties
Award or enterprise agreement coverage
Full time, part time, casual, maximum term or fixed term status
Do not treat job title as cosmetic. In hiring, job titles affect salary benchmarking, career progression, future job searches and internal expectations. A candidate may accept a “manager” role verbally, then receive a contract with a “coordinator” title because the business has internal grading rules. That is not a tiny detail. That affects positioning.
Duties matter too. Many Australian employment contracts include wording that allows the employer to assign additional duties within your skills and capacity. That is normal to a point. Workplaces need flexibility. But if the duties are so broad that the employer could shift you into a materially different role, you should ask for clarification.
A contract does not need to list every task you will ever do. That would be ridiculous and nobody has time for a 47 page task menu. But it should be clear enough that you know what role you are accepting.
A vague duty clause becomes risky when combined with vague hours, vague location and vague performance expectations. That is how “we are a flexible, fast paced business” turns into “you are now doing three jobs and apparently this was always part of the role.”
This is one of the most important checks in the Australian job market, and it is also one of the most commonly skipped.
Many employees in Australia are covered by a modern award or enterprise agreement. These can set minimum terms for pay, overtime, penalty rates, allowances, breaks, rosters, classifications and other conditions. Your contract may not spell all of these out in detail, but that does not mean they do not matter.
Ask yourself:
Does the contract say which award or enterprise agreement applies?
Is your classification level listed correctly?
Does your salary meet or exceed the relevant minimum rate?
Are overtime, penalty rates and allowances included or separately paid?
Is there an annualised salary or set off clause?
Does the wording explain what the salary is intended to cover?
A common issue I see is the polished salary line: “Your salary is inclusive of all hours worked and all entitlements.” That might sound clean, but it deserves a proper check.
Inclusive of what exactly? Overtime? Penalty rates? Allowances? Reasonable additional hours? Public holiday work? On call duties? Weekend work?
If the role is award covered, the employer should be able to explain how the salary has been calculated against the relevant award obligations. A salary can be above award and still become problematic if the workload, hours or penalties push the real hourly value below what the employee should receive.
This is where candidates need to stop thinking only in annual salary terms. A $95,000 salary can be excellent for one role and underwhelming for another if the second role quietly expects long evenings, weekend availability, travel, unpaid overtime or constant on call responsibility.
From a recruiter’s point of view, I do not just ask, “Is the salary good?” I ask, what is the salary buying from you?
Your contract should clearly state your pay and how it will be paid.
Check:
Base salary or hourly rate
Whether salary is inclusive or exclusive of superannuation
Pay frequency
Overtime arrangements
Penalty rates
Allowances
Commission or bonus terms
Expense reimbursement
Salary review timing
Whether any deductions can be made
In Australia, candidates should be especially careful with salary wording. There is a big practical difference between “$100,000 plus super” and “$100,000 inclusive of super.” One means super is paid on top. The other means super is included in the total package. That difference affects your take home pay.
Also check whether any bonus, incentive, commission or performance payment is guaranteed or discretionary. Many candidates hear “there is a bonus” during the hiring process and mentally include it in their expected income. Then the contract says the employer may vary, withhold or cancel the bonus at its discretion.
That does not automatically mean the employer is bad. Discretionary bonuses are common. But you need to understand what you are relying on.
A good question to ask before signing is: what part of my remuneration is guaranteed, and what part depends on business performance, manager discretion or policy changes?
That question cuts through the sales pitch very quickly.
This section deserves more attention than it usually gets.
Your contract should explain your ordinary hours, whether you are full time or part time, and whether additional hours may be required. Many Australian contracts include a clause saying the employee may need to work reasonable additional hours.
The word “reasonable” does a lot of heavy lifting.
In practice, what is reasonable depends on the role, seniority, salary, workload, notice, personal circumstances, workplace needs and whether extra hours are genuinely occasional or quietly permanent.
This is one area where employer language can be slippery.
When an employer says, “We are looking for someone flexible,” they may mean:
Occasional urgent deadlines
Some meetings outside normal hours because of time zones
A genuinely outcome based role
Or, less attractively, a workplace that has normalised understaffing
The contract may not reveal all of that, but it can give clues. If the salary is fixed, overtime is not mentioned, the hours clause is broad, and the interview process included phrases like “we all pitch in,” “no two days are the same,” and “we need someone who is not clock watching,” I would be asking more questions.
Not because hard work is a problem. Hard work is normal. The problem is when the employer sells a standard full time job and quietly expects unlimited availability.
Before signing, ask:
What are the normal working hours in practice?
How often do people work beyond those hours?
Is overtime paid, accrued as time off in lieu, or considered part of the salary?
Are evening or weekend hours expected?
Are there roster changes or on call requirements?
A mature employer should be able to answer without acting offended. If they become defensive at reasonable questions, that tells you something.
Hybrid and remote work have created a new contract problem: candidates often rely on verbal promises that never make it into writing.
If flexibility matters to you, check the contract carefully.
Look for:
Primary work location
Hybrid work arrangements
Remote work approval process
Whether flexibility can be changed
Required office days
Interstate or overseas work restrictions
Travel expectations
Relocation requirements
In Australia, many employers now describe themselves as flexible, but “flexible” can mean almost anything. It might mean two fixed office days. It might mean remote work with manager approval. It might mean flexible start and finish times. It might mean “we are flexible when it suits the business,” which is not quite the same thing.
If the employer promised hybrid work, ask for it to be reflected in the contract or written offer. It does not need to be dramatic. A simple written confirmation can prevent future confusion.
Be especially careful if you are accepting a lower salary, longer commute or different role because of promised flexibility. If that flexibility disappears after probation, the whole value of the offer changes.
The recruiter reality is blunt: verbal flexibility is easy to offer during hiring because everyone wants the placement to happen. Written flexibility is harder because it creates accountability.
That does not mean you need to be difficult. It means you need to be clear.
Probation clauses are common in Australian employment contracts. They usually set a period at the start of employment where either party can end the employment with shorter notice.
Check:
Length of probation
Notice required during probation
Whether probation can be extended
Performance review timing
What happens after probation ends
A probation period does not mean the employer can do whatever they like. Minimum workplace rights still apply. But practically, probation is a risk window. Employers use it to assess performance, culture fit, reliability and whether the hiring decision was right.
What candidates often misunderstand is that probation is not only about whether you can technically do the job. Hiring managers also watch how you communicate, how quickly you learn, whether you handle feedback, whether your working style fits the team, and whether the version of you from interview matches the version of you at work.
This is why contract clarity matters. If your role expectations are vague, your probation assessment can become vague too.
Before signing, ask what success looks like in the first three or six months. That is not needy. That is sensible. A strong candidate wants to know how they will be evaluated.
A useful question is: what would make you confident at the end of probation that hiring me was the right decision?
That question gives you more practical information than most formal job descriptions.
Your contract should confirm leave arrangements or refer clearly to the National Employment Standards, award, enterprise agreement and workplace policies.
Check:
Annual leave
Personal and carer’s leave
Compassionate leave
Parental leave
Family and domestic violence leave
Public holidays
Long service leave
Study leave, if relevant
Purchased leave, if offered
Shutdown periods
Do not assume every leave arrangement is obvious. Some industries have shutdown periods, especially around Christmas and New Year. Some employers require employees to take annual leave during shutdowns. Some roles have restrictions around taking leave during peak periods.
Also check whether leave loading applies if you are award covered. Many candidates miss this because they focus only on base salary.
Public holidays can also matter more than people think, especially in retail, hospitality, health, logistics, customer support and operations roles. If your role may require public holiday work, check how that is handled.
The practical issue is not just whether leave exists. It is how usable it is. A contract might technically offer standard leave, but the workplace culture may quietly punish people for taking it. You cannot always see that in the contract, but you can ask during the process:
How does the team manage leave coverage?
Are there peak periods when leave is difficult?
Is there a shutdown period?
Are public holidays ever worked in this role?
Good employers answer these questions plainly. Messy employers give vague answers and hope you stop asking.
Confidentiality clauses are normal. Employers have a fair interest in protecting business information, client data, pricing, strategy, systems and intellectual property.
But you still need to read the wording.
Check whether the contract restricts:
Sharing confidential information
Using company materials after you leave
Creating work products outside employment
Owning intellectual property you create
Taking on side work
Freelancing
Holding directorships or outside business interests
Speaking publicly about your work
The issue is not confidentiality itself. The issue is overreach.
For example, if you work in marketing and run a small unrelated creative business outside work, you need to understand whether the contract requires approval for outside work. If you are in technology, design, research, product, content, consulting or sales, intellectual property wording can become especially important.
Some contracts are written so broadly that anything you create while employed could be claimed by the employer if it is connected to their business. That may be reasonable in some roles and unreasonable in others.
The recruiter lens here is simple: the more senior, strategic, client facing or IP heavy your role is, the more carefully you should read these clauses.
Do not sign first and ask later. Once there is a dispute, everyone becomes much less relaxed.
This is one of the most misunderstood parts of employment contracts.
A restraint clause may try to limit what you can do after leaving the employer. It may restrict you from working with competitors, approaching clients, soliciting employees, or working in certain markets for a certain period.
Check:
Duration
Geographic area
Restricted activities
Client restrictions
Competitor restrictions
Employee poaching restrictions
Whether there are cascading restraint periods
Whether the wording is reasonable for your role
Candidates often assume restraint clauses are either completely meaningless or automatically enforceable. Neither assumption is safe.
The practical reality is more nuanced. Some restraints may be difficult to enforce, especially if they are too broad. But that does not mean you can ignore them. Even a questionable restraint can create stress, legal cost, delayed job moves and awkward conversations with future employers.
Hiring managers also notice restraints. If you are moving between competitors, a new employer may ask whether you have any restrictions. If your contract has a broad restraint, it may affect how quickly you can start, which clients you can handle or whether the employer wants legal advice before proceeding.
This matters especially in:
Sales
Recruitment
Executive search
Consulting
Finance
Technology
Healthcare
Real estate
Professional services
Senior leadership roles
From my side of the desk, I do not panic when I see a restraint clause. I look at whether it is proportionate to the role. A senior executive with access to pricing, strategy and major clients is different from a junior admin employee with no meaningful commercial influence.
The question is not “does a restraint exist?” The question is: could this clause realistically interfere with my next career move?
Notice periods matter because they control how cleanly you can exit and how much flexibility you have when accepting a future offer.
Check:
Notice required from you
Notice required from the employer
Notice during probation
Notice after probation
Payment in lieu of notice
Garden leave
Summary dismissal wording
Return of company property
Post employment obligations
A long notice period can be useful if it protects you from sudden job loss. It can also become a problem if a future employer wants you to start quickly.
Senior candidates often underestimate this. A three month notice period may be normal at executive level, but it can still affect marketability. Some employers will wait. Others will not. For mid level roles, long notice periods can make hiring managers nervous if they have an urgent vacancy.
Also check whether the employer can place you on garden leave. Garden leave means you remain employed and paid during notice, but the employer may direct you not to work or not to contact clients. This is common in roles with sensitive commercial information.
Again, it is not automatically bad. It just needs to be understood.
A clean exit clause should answer: how can either side end this relationship, what notice applies, and what obligations continue after I leave?
Many contracts refer to workplace policies. Some policies are guidance only. Others may be incorporated into the contract, which can make them more important.
Check references to:
Code of conduct
Work health and safety policies
Bullying and harassment policies
Remote work policies
IT and device use policies
Social media policies
Expense policies
Bonus policies
Commission plans
Performance management policies
Here is the trap: the contract may say you must comply with policies as amended from time to time. That means the employer can update policies after you start.
That is normal to some extent. Businesses need to update policies. But if an important benefit is only in a policy, and the policy can be changed at any time, you need to understand how secure that benefit really is.
This comes up often with bonuses, commissions, hybrid work and allowances.
For example, if the employer says “you will be eligible for commission,” but the commission plan is in a separate policy that can be changed at management discretion, you need to read that plan. Eligibility is not the same as entitlement. “May receive” is not the same as “will receive.”
This is not nitpicking. This is how disputes start.
Some contract issues are normal negotiation points. Others are warning signs.
Red flags include:
The salary is unclear or does not state whether superannuation is included
The contract does not identify award or enterprise agreement coverage where relevant
The job title or duties differ from what was discussed
Hybrid or remote work was promised verbally but not confirmed in writing
The employer pressures you to sign immediately without reasonable time to review
The restraint clause is very broad compared with the role
Bonus or commission wording is vague or entirely discretionary
The contract allows major changes to duties, location or hours without meaningful consultation
The notice period is unusually long for the level of role
The employer avoids answering practical questions about hours, overtime or workload
The contract includes pay secrecy wording in a way that appears inconsistent with current Australian rules
The fixed term arrangement is unclear about end date, renewal, reason or required information
One red flag does not always mean walk away. Sometimes contracts are poorly drafted because the business is small, growing quickly or using an old template. But poor drafting still matters because you are the one signing it.
The employer’s reaction to your questions is often more revealing than the clause itself.
A reasonable employer may say, “Good question, let me clarify that.” A difficult employer may say, “This is standard, nobody else has asked.” That second answer is not the flex they think it is.
I have seen very strong candidates politely question clauses and still get hired. In fact, for senior or commercially sensitive roles, thoughtful contract questions can reinforce that you are careful, commercially aware and not reckless.
The key is tone. Ask clearly. Do not accuse. Do not send a dramatic essay. Just identify the clause, explain the concern and ask for clarification or amendment.
You do not need to become a lawyer to ask good contract questions. You need to be practical.
Useful questions include:
Can you confirm whether this salary is plus superannuation or inclusive of superannuation?
Which award or enterprise agreement applies to this role, if any?
What classification level has been used for this position?
Does the salary include overtime, penalties, allowances or reasonable additional hours?
What are the usual working hours in practice?
Is hybrid work part of the agreed arrangement or subject to manager approval?
Can the remote work arrangement be confirmed in writing?
What are the expectations during probation?
Is the bonus or commission guaranteed, discretionary or subject to a separate plan?
Can I review the commission or bonus policy before signing?
Can you clarify how the restraint clause would apply to this role?
Are there any restrictions on outside work or personal business activities?
What notice period applies during and after probation?
Are there any shutdown periods where annual leave must be taken?
Do not ask every question if it is not relevant. That would make you look like you downloaded anxiety from the internet and attached it to an email.
Ask the questions that genuinely affect your decision.
Candidates often worry that questioning the contract will make them look difficult. Sometimes it can, if they approach it badly. But reasonable contract clarification is normal.
The best approach is calm, specific and commercial.
Weak Example
“I am not comfortable with this contract and there are a lot of concerning clauses. Please revise it.”
This is too vague. It gives the employer no clear path to solve the issue and may sound more emotional than practical.
Good Example
“Thank you for sending the contract through. I am pleased to move forward. Before signing, could we please clarify clause 8 regarding hybrid work? My understanding from the interview process was that the role would be three days from home and two days in the office. Could that arrangement be reflected in the contract or offer confirmation?”
This works because it is specific, polite and tied to what was discussed.
Another example:
Good Example
“Could you please clarify whether the salary is inclusive of reasonable additional hours, overtime, penalties or allowances? I want to make sure I properly understand how the package aligns with the role expectations.”
That is a fair question. A serious employer should not collapse dramatically because a candidate wants to understand pay.
When negotiating, focus on the clause, not your feelings. Use words like “clarify,” “confirm,” “reflect,” “understand” and “align.” These are professional without sounding passive.
Also, separate must haves from preferences. If a clause would genuinely affect your life, income or future employment options, raise it. If you are trying to perfect every sentence, you may create unnecessary friction.
The goal is not to win a contract debate. The goal is to avoid signing something you do not understand or cannot live with.
This article is practical hiring guidance, not legal advice. Some contracts are simple enough to review yourself. Others deserve proper legal support before you sign.
Consider getting advice if:
You are entering a senior or executive role
The contract includes a broad restraint or non compete clause
You are moving between competitors
You will handle major clients, confidential information or intellectual property
Your pay includes complex commission, equity, bonus or incentive terms
You are signing a fixed term, maximum term or contractor style arrangement
The employer wants you to start before signing
The contract conflicts with what was promised during hiring
You are unsure whether the role is employee or contractor status
The contract includes unusual deductions, repayment clauses or training bonds
You feel pressured to sign quickly
Legal advice is not only for disputes. Sometimes it is simply the cost of understanding what you are about to agree to. That is especially true if the role is senior, the package is substantial, or the post employment restrictions could limit your next move.
From a recruitment perspective, I would rather see a candidate ask for a little time to review properly than sign quickly and panic later. Signing fast does not make you more committed. It just makes you faster.
A good employer may have a deadline, but they should still allow reasonable time for review.
Before signing an employment contract in Australia, make sure you can answer these questions clearly:
Does the job title match the role I accepted?
Are the duties clear enough for me to understand what success looks like?
Is the employment type correct?
Is the salary plus superannuation or inclusive of superannuation?
Does an award or enterprise agreement apply?
Is the classification correct?
Are overtime, penalty rates and allowances addressed properly?
Are my ordinary hours clear?
Is flexibility or remote work confirmed if it was part of the offer?
Is the probation period reasonable and clearly explained?
Are leave and public holiday arrangements clear?
Are bonus, commission or incentive terms specific enough?
Are confidentiality and intellectual property clauses reasonable for the role?
Could any restraint clause affect my next job?
Is the notice period workable?
Are workplace policies referenced, and do I need to read any before signing?
Have all verbal promises that matter been confirmed in writing?
Do I need legal advice before signing?
The contract does not need to be perfect. Employment relationships always involve some trust. But trust should not require you to ignore vague wording, missing details or clauses that could affect your pay, flexibility, reputation or next career move.
My rule is simple: never sign an employment contract just because you are excited to be chosen. Sign because you understand the offer, the obligations and the trade offs.
That is how you protect yourself without turning the process into a battle.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
Upload Resume
Import from Linkedin