Employer Toolkit

How do I decide who to talk to further? Assessing is one of the more important steps in the recruitment process. See below on information on who to decide to interview for your role.  Stage 3: Assessing How do I decide who to talk to further? Assessing is one of the more important steps in the recruitment process. See below on information on who to decide to interview for your role. How do I choose who to interview? Once you have; understood your needs (experience, qualifications, fit), and posted your job ad across various platforms and channels you should have a good handful of applicants interested in the role. You don’t need to interview everyone. Pick around two to four people based on what they say they can bring to the job. Here’s how to do it: Match to Criteria: Look for candidates whose skills, experience, and qualifications closely match what you're looking for Consider Fit: Think about the personality and values of the candidates and how well they might fit with your team. Once you've decided who to interview, give them a phone call to offer an interview or a time to chat. This initial conversation is also a good chance to get a sense of what they are like. It is important at this time to respond to all unsuccessful candidates, thanking them for their time and effort, and informing them that they will not be progressing further in the selection process. Be prepared for some candidates to request feedback on their application and areas for improvement. By carefully selecting candidates and making contact, you ensure that you’re investing time in the people who are most likely to be a good fit for your role. Click here for more on Step 4: Selecting

The CGF Employer Toolkit is a free, easy to use resource to help you with all aspects of people management in the primary industries. It includes tips to attract the right individuals, improve workplace culture, mentor and coach employees, and support training and development. Check out the following six sections to increase your people’s job satisfaction, boost productivity and keep your team motivated and committed. C lick the section in the employee lifecycle that interests you the most! How can I invest in employee growth for maximum impact? How do I follow the law and fulfill my obligations as an employer? How do I support employees in their growth journey? Attracting the Right Individuals Māori Cultural Confidence Training & Development Employer Obligations Mentorship & Coaching Workplace Wellbeing & Culture How do I hire and onboard new employees so they stay for longer? How do I grow my understanding of Māori experiences in the workplace? How can I create a positive environment that boosts job satisfaction? Employee lifecycle Attract Retain Click here to search the Toolkit Why invest in your people The Employer Toolkit is now owned and managed by the Construction Growth Foundation (CGF). Originally developed by the Food & Fibre Centre of Vocational Excellence, this practical resource will continue to support New Zealand employers and will be progressively updated with information and tools tailored to the construction sector. Construction and infrastructure are central to New Zealand’s economy and future development. As of March 2026, Te Waihanga’s National Infrastructure Pipeline contained $274.4 billion of planned initiatives at different stages of funding, planning and delivery. Attracting people is only part of the challenge. The former Workforce Development Council for Construction and Infrastructure, report that the construction and infrastructure sectors have attracted more than 80,000 new entrants a year on average since 2015, but only approximately one-quarter remain in the workforce five years later . Its research identifies workplace culture, management capability, supervision, wellbeing and access to support as important influences on workforce retention. When someone leaves, businesses can lose the time, knowledge and resources invested in their recruitment, induction, supervision and development. High turnover can also place additional pressure on teams and affect productivity and project delivery. Creating a supportive workplace, setting clear expectations and investing in people’s development can help businesses improve retention, wellbeing and performance. Investing in the people who build New Zealand strengthens individual businesses and helps develop the workforce needed for the sector’s future. View More Listen to the Audio Version here

The most flexible way to find candidates is through advertisements which can be shared in different places. Using the advice above about how to communicate the role during this process is important to gain interest from the right people. Other ways can be used too, such as through an industry specific recruitment agency or through your networks (see below for more information on use of networks). Step 2: Finding How to begin to start finding new employees? See Below for Information on: Building a Job Ad Posting Job Ads Applications Migrant Workers The most flexible way to find candidates is through advertisements which can be shared in different places. Using the advice above about how to communicate the role during this process is important to gain interest from the right people. Other ways can be used too, such as through an industry specific recruitment agency or through your networks (see below for more information on use of networks). When advertising a job, it’s important to make it straightforward and simple for candidates to apply. Choosing the right application method for the role is also key to finding the right person. How do I write a job ad? The first impression your candidates will have of your role is likely through a job ad, so it's important to get it right. Below is an example of a job ad for a Joiner role. Even if this specific job isn’t relevant to your business, we've described on the right what each part of the job ad should contain to ensure clear communication. Job Title: Joiner Location: Matamata, Waikato, New Zealand About us: We are a family-owned joinery business that has been operating successfully for 20 years. Our team is a supportive and we consider our business as a friendly place to work, and we are looking for someone who would be a great addition to the team. We value hard work to get the job done. Quick Role Description: Y o u will be responsible for manufacturing, assembling, and installing a range of timber products and custom joinery. You will work from plans and specifications to ensure projects are completed accurately, efficiently, and to a high standard. Key Responsibilities: Manufacture and assemble custom joinery Read and interpret plans, drawings, and specifications Operate woodworking machinery, power tools, hand tools safely Install joinery onsite when required Requirements: Right to work in New Zealand Relevant trade qualification preferred Previous experience as a Joiner, Cabinetmaker, or in a similar role Strong work ethic and reliability Ability to work well in a team Benefits: Competitive hourly rate Opportunity to learn new skills and grow within the business Supportive and friendly team environment Ongoing pipeline of regular work How to Apply: To apply, please send your CV and a brief cover letter to [email@example.com ] or call [phone number] for more information. Closing Statement: We look forward to hearing from you. Be clear and accurately reflect the role in the job title. Use terms that applicants will recognise and understand. Help candidates identify if they can commute or need to relocate. Introduce your business so candidates understand who they might work for. Give a concise summary of what the job involves List the main duties involved in day-to-day work. The more specific you can be, the better. Clearly state the skills, experience, and personality type needed. Don’t try to hide any harder sells for the job (such as early working hours, remote location). Why should this person work for you and not your competitors? If you are providing competitive pay or benefits, call this out here. Make it easy for interested candidates to apply with simple instructions. A CV and cover letter might not always be necessary. A friendly sign off. Where do I share a job ad? Once you've created a job ad, it's important to get as much traction and interest as possible to find the right person. Posting your job ad in multiple places can increase your chances of finding the ideal candidate. Here are some options: Job Ad Websites: Use dedicated job ad websites such as TradeMe and Seek.co.nz to reach a wide audience Social Media Groups: Post in relevant social media groups, like on Facebook Local Community Boards: Put up your ad on local community boards. Finding School Leavers For entry-level positions, it might be helpful to reach out to local high schools to see if any upcoming school leavers are interested in your role. Taking the time to meet those who show interest and explaining the job face-to-face can be a great way to get them excited about joining your business. If you're running a larger operation, think about offering an internship programme where students can work for you over the summer. This gives them a taste of the job and lets you see how they'd fit in as full-time workers if you're looking to hire them once they finish school. You can see some more information here. Industry-School Engagement Starter Kit Small and medium employers often want to work with schools but are not sure where to start or have tried once and found it hard to keep going. 
Different calendars, language, and expectations can make it difficult to turn goodwill into a clear plan that works for both sides. The Inspiring the Next Generation Starter Kit is designed for those employers.
It offers simple, practical guidance to help you connect with schools, engage with students, and build a future talent pipeline into vocational careers. Developed with ConCOVE Tūhura, ThinkPlace, and a wide range of sector stakeholders, the Starter Kit brings together insight from educators, employers, and people who sit between both worlds. Download Inspiring The Next Generation Starter Kit Word of Mouth Word of mouth is also effective. Ask current employees and trusted friends and family members if they know anyone who might be interested. Even when using word of mouth, it’s helpful to send the job ad to the candidate so they know the skills and experience you're looking for. When using social media, you can shorten the job ad to convey just the essential information in a quick and casual way. Also think about how the candidate will need to apply for the job. Provide a simple and clear method for them to get in touch (see below for more information). Job Platforms There are some great platforms available that are used by most sectors such as: Seek TradeMe You can also consider listing a vacancy with the Work and Income website here . Applications Before you post your role, it's important to think about how candidates will apply. There are a range of different methods, ranging from formal to informal, including: CV Cover Letter Phone Call Application Form. When deciding on the application method, consider the skills you’re looking for. If the role is hands-on and needs someone skilled in operating equipment, then reading and writing ability may not be as important. In these cases, CVs and cover letters might not attract the right candidates. Instead, a simple application form or use of a phone call could be more effective. Once you have decided what method you want to use , make sure you add the application directions to the bottom of your job ad. Social Media When advertising using social media, like Facebook, it’s especially important to outline how to apply to get the information you need. This may look different than using other ways of advertising. Here are a couple of approaches: Attach an Application Form: Include a simple application form in your post that candidates can fill out Ask for a Message: Request that candidates message you a little bit about themselves, including their background, experience, skills, and qualifications. By tailoring the application process to the role and clearly communicating how to apply, you’ll increase your chances of attracting the right candidates and make the selection process smoother. How do I hire migrant workers? Where you look for workers can greatly impact the quality of candidates you find. While Aotearoa New Zealand offers a great pool of potential workers, sometimes looking abroad can help you find the skills you need. To hire people from overseas, there are schemes and visas available which will help you in your search. See the Employment NZ website or Immigration New Zealand website for more information. What should I keep in mind when hiring impaired workers? Have you considered the strengths people with impairments could bring to your team in the construction sector? Many individuals with impairments have developed adaptability, resilience, and creative problem-solving skills—qualities that are highly valuable in today’s workplaces. Their unique perspectives can spark innovation, improve systems, and strengthen team performance. Inclusion also enhances workplace culture. Diverse teams often enjoy higher morale, broader thinking, and stronger collaboration. Employers who actively support accessibility demonstrate leadership and values that resonate with both staff and customers. Creating an inclusive environment is more achievable than many assume. With practical tools, advice, and funding support readily available (such as minimum wage exemptions ), implementing accommodations can be straightforward. Reviewing roles to identify flexible approaches, and investing in impairment awareness training, helps build a respectful, welcoming culture where everyone can thrive. Ultimately, embracing impairment inclusion isn’t just the right thing to do—it’s a smart move that strengthens teams, unlocks talent, and helps the sector grow through fresh insights and capabilities. Click here for more on Step 3: Assessing

How do I prepare when hiring a new employee? Being a good employer means understanding and showcasing the benefits and value you offer. Clearly communicating these benefits helps candidates see why they should join and stay with your business, and helps you recognise and improve your offerings. Step 1: Preparing How do I prepare when hiring a new employee? See Below for Information on: Your Offerings Communicating the Job Including Whānau Why should an employee work for me? Being a good employer is more than just ticking the boxes of legal rules . It’s also about understanding and showcasing the benefits and value you offer your employees. When you clearly understand and communicate these benefits, it helps candidates see why they should join and stay with your business. It also allows you to recognise what you offer and how you can improve them to attract and retain the right people. You can understand what you provide your employees by following the guidance in this toolkit. These might include: Workplace Culture (see Workplace Wellbeing and Culture ) Mentoring and Coaching (see Mentorship and Coaching ) Training and Development (see Training and Development ) Pay and Benefits (see Your Obligation as an Employer ) Location and Hours (see Your Obligation as an Employer ). What you provide can be as simple or as detailed as you like, as long as it helps you attract and keep the right people for your business needs. Knowing what makes your workplace special can help you stand out against the competition. It is important to remember to be respectful, open, and honest during the hiring process to create a welcoming environment for candidates. It's important for both you and the candidate to have a clear understanding of what the job involves. Defining the skills, experience, qualifications, and the right 'fit' you're looking for can help you find the ‘right person’. ‘Fit’ is about the candidate's personality and how well they align with your team’s values. It is also helpful to determine what the ‘right person’ for you will look like. They should have a mix of qualities that align with your needs and values. Discovering what this looks like for you can be easily done through writing down 4-5 traits you are looking for. Some examples are included below. Understands the role: they have a clear grasp of what the job involves and what will be expected of them. Aligns to your expectations: their values and work ethic match what you’re looking for in an employee. Willing to learn: they show an eagerness to pick up new skills and adapt to new situations. Resilient: they can handle challenges and setbacks without losing motivation. It's helpful to distinguish between 'must-haves' and 'nice-to-haves.' For instance, requiring a driver's licence might exclude capable candidates who could easily get one with a bit of support. It's essential to be upfront about what the job really entails. While it's tempting to highlight the perks like location, benefits, and lifestyle, it's equally important to share the realities—long hours, early starts, and possible hazards. This honesty is especially crucial for career changers (individuals who change their career often later in life and to seek a new lifestyle). When candidates know exactly what to expect, they can better decide if the role is right for them. This approach leads to a smoother hiring process and decreases the risk that employees leave when reality does not meet their expectations. When candidates know what the job truly involves, they’re less likely to leave after a few months because they feel misled. Providing clarity is simple. Here’s how you can do it: Job Descriptions: Ensure the job descriptions you advertise are clear, simple, and accurate (see the next section for an example). Interview Process: During interviews, reinforce the realities of the role—both the good and the challenging aspects (see further down for more information). Tip! Qualifications aren't always necessary. Sometimes, solid experience is just as valuable. Top Tip: How do I communicate the job well? How do I include whānau? Hiring a new employee isn't just about ticking the legal boxes – it is also about welcoming a whole person into your team. Think about the life experiences they've shared and how these can shape their time at your workplace. Remember, you're not just hiring an individual; they come with their family, friends, and colleagues who support them. This is especially true when employing Māori. Being part of a unit – their whānau, community, and network – can be incredibly important. It plays a big role in their success and, in turn, the success of your workplace. Incorporating these values means including whānau where appropriate during the hiring process, such as during interviews. Embracing this can help create a more supportive and thriving environment for everyone. Click here to find out more on Step 2: Finding

Disclaimer Tēnā koe, This toolkit should be read with the following considerations in mind. Case Studies: The example case studies throughout this toolkit website are just a guide. They are not intended to represent any individual, organisation or industry. Timeliness of Information: The information presented reflects the state of knowledge and industry standards at the time of publication. As the sector evolves, some information may become outdated or require revisions. Intended Audience: This toolkit is designed specifically for employers (business owners, supervisors, and managers) in the construction sector. We recognise that while some content may be highly relevant to your work, other sections may not apply to your specific circumstances. Introduction to te ao Māori Concepts: The information and concepts presented provide a foundational understanding of te ao Māori. This toolkit serves as an introductory guide, and we encourage you to continue your educational journey, as understanding these concepts is an ongoing process. Diversity and Inclusivity: We acknowledge the diverse backgrounds, experiences, and needs of employees within the sector. There is no one-size-fits-all approach, and it's important to consider this diversity when applying the information in this toolkit. Remuneration: While the topic of remuneration is very important, it is not addressed in detail within this toolkit. Legal Disclaimer: The content of this toolkit is for informational purposes only and does not constitute legal advice. For legal matters, please seek the guidance of a qualified legal professional. Additional Assistance: If you require further assistance or specialised support, please consult the recommended formal resources provided in this toolkit. Although all reasonable steps have been taken to ensure the accuracy of the information contained in this website, the Construction Growth Foundation (CGF) disclaims any and all responsibility for any inaccuracy, error, omission, or any other kind of inadequacy, deficiency, or flaw in, or in relation to, the information. Links to external sites are provided throughout the toolkit to support the reader with additional resources that may be more detailed, contextual, or live. While care has been taken to review these, we do not endorse nor bear any liability for the content or accuracy of these external sites.

Download your copy of the printable Toolkit, designed for New Zealand's Employers, Managers and Supervisors Printable Toolkit Download your copy of the printable Toolkit Download and print the Toolkit, providing you with unlimited access even when you are offline. Click the Toolkit image to download. Interested in just one chapter? Access below Click on each Chapter Toolkit image to download. Attracting the Right Individuals Toolkit Māori Cultural Confidence Toolkit Workplace Wellbeing & Culture Toolkit Mentorship and Coaching Toolkit

Two case studies are shown below for both mentoring and coaching. These highlight some of the common issues with coaching or mentoring and in contrast, the key good aspects of coaching and mentoring. What does good coaching and mentoring look like? Below are two illustrative examples of mentoring and coaching. They are not intended to represent any individual, organisation or industry. Mentor Coach Mentor Needs Addressing Excelling Jordan, a senior carpenter, is mentoring Brooklyn, a new apprentice. However, Jordan rarely finds time to meet with Brooklyn and often cancels their scheduled sessions. When they do meet, Jordan tends to dominate the conversation, offering advice that is not always relevant to Brooklyn’s interests in residential building. Brooklyn feels frustrated and unsupported, and is unsure about their future within the business. Darcy, a senior manager with over 20 years of experience in quantity surveying, is mentoring Charlie, a contractor from overseas. Darcy regularly meets with Charlie to discuss their career goals and provides Charlie with valuable insights into the industry. Darcy helps Charlie set long-term career goals and offers advice on developing their skills. Charlie feels supported and inspired, and has successfully navigated several challenging projects thanks to Darcy’s guidance. Coach Needs Addressing Excelling Taylor, a coach, is working with Riley, a new employee in the frame and truss industry, on their time management skills. Taylor often provides generic advice without considering Riley’s unique circumstances. Taylor doesn’t follow up regularly, and Riley feels left to their own devices. As a result, Riley struggles to implement any meaningful changes, and their performance remains stagnant. Riley feels discouraged and doubts the effectiveness of the coaching process. Alex, a skilled coach, is working with Jesse, a building site supervisor, to improve their team communication skills. Alex schedules regular sessions with Jesse, where he uses active listening to understand Jesse's concerns and challenges. Alex guides Jesse in setting specific, achievable goals, such as daily stand up toolbox meetings, and helps develop a clear action plan. Alex provides constructive feedback and encourages Jesse, leading to noticeable improvements in herd wellbeing and productivity. Jesse feels more confident and capable in their role. Click here to find out more on Your Obligations as an Employer

To achieve a positive mentoring and coaching relationship, there are specific actions you can take. Find more information on how to support your employee in finding the right mentor or coach and understand the steps you (or others) can take to effectively coach or mentor employees. Actions to Take How can I implement mentoring and coaching? See Below for Information on: Supporting Employees Steps to Follow How can I support my employee to find the right mentor or coach? There are three options to consider when supporting your employee to find the right mentor / coach. Tip! Usually coaches are within the business and can be the line-manager. Mentors may be external. Is there someone suitable within the business? Is this person experienced and have they mentored or coached before? What support do they need to be a good mentor / coach? Do they have the capacity to mentor and/or coach? If someone internal is unavailable, is there someone in your community or network who: Is this person experienced mentoring others in the industry? Does their experience align with areas your employee is looking to develop? Are they willing to take on a new mentee? If the above are not feasible, or another mentor/coach is required then: Could you support your employee to become involved in a professional or organised programme to gain mentorship? Examples include: MentorMix programme through the Building Institute Aotearoa Women in Construction - NAWIC Could you encourage them to network in different forums (such as local workshops, meetings, and conferences) to find a mentor? Could you encourage them to seek out individual professional business mentors and coaches (paid). Tip! Encourage your employee to find potential mentors through channels available to them. This could include through social groups, via social media on Facebook or Linkedin, through industry body channels, or through networking at conferences. What steps can I (or others) take to coach or mentor employees? Coaching and mentoring can both follow a simple process. A useful tool is the The GROW Model which can be found on the MindTools website. GROW is easy to remember as it stands for Goal, Reality, Options, and Way Forward. It helps coaches and mentors work through with their coachee / mentee a logical process and the right questions to ask at each stage. Think of it like planning a journey: first, help your coachee/mentee decide where they want to go (the goal), second, help them explore where they are now (your current reality), then, explore different ways to get to the goal together (the options), finally, make sure they’re committed and ready to handle any obstacles along the way (the way forward) While the process can be the same for both coaching and mentoring, as explained previously, coaching will take a more short-term and enabling approach. Mentoring, on the other hand, will take a longer-term, career-focused approach with more support given by the mentor. Questions to ask Create the Goal Ask your employee to create a SMART goal. SMART goals are a framework used to set clear, achievable objectives. The acronym stands for specific, measurable, achievable, relevant and time bound. What are your most important goals right now? Why are these goals important to you? Look at your Reality Ask your employee to describe their present situation, this helps them to think about the solution to their problem/ goal. What challenges or opportunities are you facing right now? What strengths do you bring to achieving these goals? Explore the Options Together, determine what is possible for reaching an objective. What obstacles or challenges are you currently facing? What are you already doing to work towards your goal? How have you successfully overcome similar challenges in the past? Establish the Will Ask your employee to commit to specific actions in order to move forward towards their goal, this helps to boost motivation. What resources or support do you need to succeed? How will you measure your progress towards your goals? What have you learned about yourself through this process? What will you do to maintain and build on your progress in the future? What specific actions will you take to move forward? Click here to see our Case Study Examples

Understanding the roles of mentors, coaches, and buddies in the construction industry can significantly enhance employment relationships. Learn more about what each role can achieve, their key activities, and the pros and cons associated with each. Understanding Mentoring and Coaching What is the difference between a mentor, a coach and a buddy? See Below for Information On: Mentor Coach Buddy What is a mentor? What does it achieve Focuses on long-term career development, goal setting, and personal growth through supporting someone's career journey usually across a medium-long period of time in an industry. It focuses on career networks, sharing similar experiences, and providing guidance on longer-term career pathways. Key activities Mentors listen, share their insights, and help mentees navigate their career paths. They connect the mentee with resources including experiences or networks. Who Involves a more experienced person providing advice, guidance, and support to a less experienced team member. Often from outside of the organisation. Pros Long term focus. Personal growth. May have infrequent check-ins.z Can be as part of a formal programme. Cons Time intensive. Can be unstructured. Mentee can sometimes have solutions given to them and not think through independently. What is a coach? What does it achieve Interactive process where the coach uses questioning and active listening to help the coachee find their own solutions and 'a-ha’ moments. It focuses on improving specific skills, performance, and achieving short-term goals. Key activities Coaches guide individuals to set clear goals, develop action plans, and stay accountable. Who Involves a senior person from within the organisation. Pros Regular check-ins. Structured approach. Skill improvement. Personalised feedback. Frequent check-ins. Encourages independent thinking and confidence. Cons Short term focus Relies on coachee to work problems through for themselves. What is a buddy? What does it achieve A buddy system is a simple and effective way to support new employees as they settle into their roles throughout their first few weeks or months on the job. Key activities Answers questions, introducing the new team member to others, and sharing tips on workplace practices to help them settle in. Who Someone similar in age / work experience (two to five years). Pros Provides immediate support. Eases transition into work. Peer connection. Cons Limited in ability to support with some issues Temporary New employee may become over reliant Click here to find out more on What Good Looks Like

A good mentoring and coaching system in the construction sector incorporates the Tuakana-Teina concept, which emphasises the relationship between an experienced mentor and a less experienced mentee. It takes into account how people learn, the inherent value of mentoring and coaching, and the essential elements that contribute to effective mentoring and coaching practices. What Good Looks Like What does a good mentoring and coaching system look like? See Below for Information on: Tuakana & Teina How People Learn The Value Key Elements Understanding tuakana and teina (Māori mentoring/coaching concept) Learning is a shared journey, often involving many parties. This is no different in te ao Māori. The term tuakana can be understood as an older sibling, and teina can be understood as the younger sibling. In the context of mentoring and coaching, the relationship between tuakana and teina can be understood as a more senior experienced individual (tuakana) supporting a younger less experienced individual (teina) to learn and grow. In many cases this relationship can lead to mutual learning. This gradual, mutual learning process is known as 'ako' in te ao Māori, and it includes the dual roles found in the tuakana-teina relationship. The aim is to help learners feel a sense of belonging in their learning environment and to provide any additional support they might need. This relationship goes both ways and is voluntary, with both parties learning from each other, rather than being driven by monetary value. This dynamic is context specific, for example in your workplace the mentor may represent the tuakana and a new hire may represent the teina. But in a different situation this relationship may change. For example, in a cultural environment the new hire may actually be the tuakana, and the mentor may be the teina. This is something to be aware of. How do people learn? The 70:20:10 rule provides a useful rule of thumb for understanding how people learn and develop: What is the value of mentoring and coaching? Mentoring and coaching is important for the following reasons. Enhanced performance: Mentoring and coaching improves employee performance by providing guidance, support, and feedback that they need. Increased retention : When your employee feels supported and can see clear paths for growth they are more likely to stick around. Improved confidence : Regular chats with mentors and coaches can boost confidence and people skills, leading to better decision-making and leadership. Creating a positive culture : A culture of mentoring and coaching encourages teamwork, respect, and trust, making your workplace a more supportive and productive place. What are the key elements to good mentoring and coaching? Set practical goals : Help your mentee set achievable goals using a goal-setting framework and provide long-term career guidance to foster overall professional growth. Listen and understand : Listen patiently to understand your mentee's aspirations and regularly check in on their well-being and mental health. Share experience and advice : Offer your insights and advice, even if you're not an expert, to provide an outside perspective that can help with skill development and navigating work-related challenges. Recommend resources : Suggest useful tasks, books, events, podcasts, and blogs to help your mentee develop and enhance their skills. Encourage independence and confidence : Inspire your mentee to tackle challenging goals, respect their confidentiality, and ensure they feel a sense of independence while offering support when needed. Click here to find out more on Actions to Take

Mentoring and coaching are vital tools in the employment relationship, particularly in the construction sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. Mentorship and Coaching How do I support employees in their growth journey? Mentoring and coaching are vital tools in the employment relationship, particularly in the construction sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. By fostering connections, mentoring and coaching help to create a more satisfied workplace culture where everyone feels valued and encouraged to grow. What does it look like? We have created some examples of what good coaching and mentoring looks like at different levels of ability See Here Understanding Mentoring and Coaching For information on Mentors Coaches Buddies View More For information on Tuakana & Teina How People Learn The Value Key Elements What Good Looks Like View More Actions to Take For information on Supporting Employees Steps to Follow View More Find more information and help here If you need help with mentoring and coaching, some extra resources can be found below: Business Mentors NZ - A service to help you with your business Click here to find out more on Understanding Mentoring & Coaching

What does good wellbeing and culture at work look like? Below are three illustrative examples of employers at different stages of building a positive workplace culture across mental, physical, cultural and social wellbeing. They are not intended to represent any individual, organisation or industry. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Jake, an employer at a mid-sized tiling business, makes no efforts to create a healthier and more supportive work environment. This leads to employees burning out, getting injured, and feeling unsatisfied at work, and eventually leaving the business. A few of Jake’s employees have been struggling with several issues outside of work that have impacted their overall wellbeing and productivity. There are several areas that Jake is neglecting that could be quick, low-effort fixes. Mental Wellbeing: Employees have been feeling increasingly stressed and anxious due to the demanding nature of their work. There is no support at work and people feel uncomfortable bringing up mental health support. Cultural wellbeing: Employees from diverse backgrounds do not feel fully included or understood. They feel like they have to hide a part of their identity at work to fit in. Recognising and celebrating cultural events and traditions, such as Matariki, could foster a more inclusive environment. Physical wellbeing: The team has not received proper training on safe working practices, resulting in frequent injuries and fatigue. Improving health and safety training is essential to protect employees’ physical wellbeing. Social wellbeing: Employees feel isolated as they haven’t formed strong connections with their colleagues. The rural orchard site doesn’t help, as the social scene is limited. There is a lack of social activities and team-building exercises that foster strong relationships among staff. Creating opportunities for social interaction and team bonding is necessary. Jake doesn’t encourage staff to get connected with their local communities in clubs or collectives. Communications Lack of team meetings: The team does not have regular meetings or briefings to ensure everyone understands their tasks, so employees often receive unclear or incomplete instructions, leading to confusion and mistakes. Weak feedback culture : Employees rarely receive feedback on their performance, making it hard for them to improve. Without regular check-ins or performance reviews, employees don’t know if they’re meeting expectations or how they can develop their skills. Implementing a feedback system is essential for employee growth and morale. No Open-Door Policy : Employees don’t feel comfortable approaching Jake with concerns - he is always perceived as too busy, and not very friendly or easy to start a conversation with. The lack of an open-door policy means employees’ ideas and issues often go unheard, adding to their stress and frustration. Creating a more open and approachable environment where employees feel comfortable sharing their concerns is important. Buddy System Lack of Guidance or process : New hires do not have a designated person to guide them through the initial days. Without a buddy, new hires feel lost and overwhelmed, struggling to learn the ropes on their own. A buddy system would provide much-needed support and guidance. No Hands-On Training : New employees do not receive practical training during their induction. The absence of something like a buddy system means new hires miss out on hands-on learning from experienced colleagues, leading to slower skill development and more mistakes. Hands-on training is vital for new hires to learn effectively. Poor Social Integration : New hires find it hard to integrate socially with the team. New employees are somewhat left to figure out the ropes themselves. This means new employees may feel disconnected for a longer period of time. Case Study 2 - Doing Well Maisie, the owner and manager of a mid-sized Quantity Surveying consultancy and has made significant strides in noticing issues in the workplace culture, and making changes to support employee wellbeing. Her efforts have resulted in a more supportive and productive work environment. There is still room for improvement, using tools like communications and buddy systems to get the most out of the culture-building initiatives that are in place. This makes the team more productive and increases job satisfaction. Mental Wellbeing: Maisie understands that increased stress can cause mental health issues due to heavy workloads. She puts mental health resources in the breakroom and encourages open conversations about mental health. Cultural wellbeing: Maisie talks to her team about their cultural backgrounds, and makes an effort to acknowledge and sometimes celebrate relevant cultural events, such as Matariki or Diwali. This helps create an environment where employees feel respected and valued, albeit on a somewhat limited scale. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe while conducting day to day tasks, and comply with Worksafe requirements. Social wellbeing: Maisie organises a weekly morning tea where all employees chat and connect. Maisie encourages all staff to connect in with the local design fraternity. Communications Morning check in : The team start with a quick team huddle to talk through what needs to get done each day, and everyone shares a high and a low from the day before and if anyone needs help. Open-Door Policy : Maisie encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Maisie, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Buddy System Warm Welcome : New hires are paired with experienced buddies who greet them on their first day. The buddy meets the new employee at the site, introduces them to the team, and shows them around the workplace, including key areas like the barn, paddocks, and emergency exits. Hands-On Training : The buddy provides practical training to the new employee. New hires shadow their buddies for the first few weeks, learning essential tasks such as contractor engagement, office protocols, and upcoming projects. This hands-on approach helps them gain confidence and skills quickly. Social Inclusion : The buddy invites the new employee to join any social events, which happen occasionally. Case Study 3 - Excelling Liam is owner and manager of an architectural design practice. Liam’s workplace is a great example of how good communication, a supportive buddy system, and a focus on wellbeing can create a positive and productive work environment. By going the extra mile, Liam has built a culture where employees feel valued, safe, and motivated, leading to improved productivity and reduced staff turnover. Mental Wellbeing: Liam provides access to counselling services and mental health resources. He also organises mindfulness workshops and encourages the team to discuss mental health openly. Liam regularly acknowledges hard work and celebrates team successes. He also encourages a healthy work-life balance, making sure everyone takes breaks and has time off. Cultural wellbeing: Liam encourages the team to celebrate cultural events and traditions. He ensures that everyone feels included and respected, regardless of their background. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe. Liam arranges for experts to run workshops on topics like first aid, good workstation setup, and being safe on site. This proactive approach reduces accidents and ensures a safe working environment. Social wellbeing: Liam set up a monthly mountain bike club - employees that are interested ride together on Friday evenings. Liam encourages staff to always be learning and improving, including asking for feedback regularly. He encourages managers to also create spaces where team members can come to them with feedback, or asking for feedback. Communications Morning check in : Liam starts the week with a brief ten minute huddle at the office. Everyone talks about the day’s projects, any concerns, and shares positive news. This helps everyone know what’s happening and where they can pitch in. Open-Door Policy : Liam encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Liam, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Buddy System Intentional buddy selection : Buddies are selected based on Liam’s assessment of if they have similar hobbies, similar stage of their working career, and might get on well. Employees are happy to take up a buddy role because they know from experience how it helps you feel part of the team really quickly. Warm Welcome : New hires are paired with experienced buddies who greet them on their first day. The buddy meets the new employee at the office, introduces them to the team, and shows them around the office, including key areas like the emergency exits. Hands-On Training : The buddy provides practical training to the new employee. New hires shadow their buddies for the first few weeks, learning essential tasks such as animal care, machinery operation, and maintenance. This hands-on approach helps them gain confidence and skills quickly. Regular Check-Ins : Buddies and new hires have regular check-ins to discuss progress and address any concerns. These check-ins happen during breaks or at the end of the day, fostering open communication and continuous support. Social Inclusion : As an employer, Liam fosters a sense of community in the office. Liam organises social events like BBQs and after-work gatherings, helping everyone bond. The buddy invites the new employee to join any social events, letting them know when and where they are happening. Click here to find out more on Mentorship & Coaching