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 should we care about retaining our people? Tēnā koe, 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, reported 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 Download the Employer Toolkit Booklet

Learn how to select the best candidate for your role with effective interviewing techniques, psychometric testing, and pre-employment trials. Discover tips for building connections, assessing skills, and ensuring a fair and inclusive selection process. Access resources to streamline your hiring and find the perfect fit for your business. Step 4: Selecting How do I decide which person is best for the role? See Below for Information on: Interviewing Psychometric Testing Pre-Employment Trials How do I interview the candidates? ‘Interviewing’ the chosen candidates can range from a casual conversation to a formal question-based interview. It's important to consider the kind of person you are looking for, the type of business you run, and the technical/transferrable skills and experience you need to decide on the best selection method. No matter which method you use, focus on getting to know the person. Utilising whakawhanaungatanga—making and keeping connections—can be a great concept to use during this step and throughout your relationship with the candidate. By focusing on building connections and getting to know each other, the candidate is likely to have an authentic experience and accurate image of your business. Completing interviews, or having conversations with candidates, can be as casual or formal as you like. Tip: During interviews, it's important to be aware that not all cultures talk about themselves the same way. Being accommodating and focusing on skills and experience can help make sure you don't discount their abilities. Providing the opportunity for interviewees to have a support person with them can also be valuable. Interview types Type Casual Semi-Formal Description This can look like meeting up for a cup of coffee and having a conversation with the candidate about their experience and what they can bring to the role. Specific questions may not be needed if the role doesn’t require much technical skill. This can look like a more formal conversation with the candidate where some predetermined questions are asked. However, these questions don’t need to be scored or recorded and the conversation can be more flexible to cater to each candidate. This still looks like a conversation in a comfortable space for both you and the candidate. Formal This can look like a sit down interview in a private room where you ask the candidate a list of set questions, write and record their answers, and score the answers against predefined criteria. This type of interview makes sense for more technical roles in a larger business. Pros Short and simple Can put you and the candidate at ease Great for roles which don’t need much experience Great to get to know the personality of the applicant better Ensures answers which help evaluate a candidate's ability to complete the job Helps assess candidates as answers can be compared Can put the candidate at ease as more of a casual approach Scored approach means it is easier to evaluate candidates against each other Recorded answers means better memory of what each candidate said Provides a thorough way of assessing and comparing candidates Cons May be too short and informal to fully understand a candidate's qualifications and experience May not give you an opportunity to ask all the questions you need Answers may not be remembered as not recorded As answers are not being scored or recorded it may be hard to remember what each candidate said Flexible approach may mean each candidate is not asked the same questions making comparison harder Requires more preparation and effort More formal approach may not be appropriate for the role or the desired candidates Can be uncomfortable for candidates who are not used to interviews, meaning a true representation of the person isn’t given Tip: Some questions should not be asked during the interview process as they can be seen as discriminatory. The Employment NZ website here has a list of these questions. What is psychometric testing? Psychometric testing is a way to reduce the number of candidates applying for a role and measures a person's ability and personality traits relating to the role. This type of selection method is particularly useful to larger businesses. More information can be found by Hayes Recruitment here and Seek NZ here . How do I conduct pre-employment trials during an interview process? It is possible during the interview process to ask the job applicant to perform tasks so you can assess whether they have the skills needed for the job. This is called a pre-employment trial, but it's important to follow proper procedures to ensure it is not considered employment. More information can be found on The Employment NZ website here . Click here to find out more on Step 5: Hiring

As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Financial Support What financial support is available for training and development? See Below for Information on: Government Support Scholarships Bonding Additional Support As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Here's a look at some options: What government financial support is available? New Zealand Apprenticeships linked here : Employers can access funding through the New Zealand Apprenticeship scheme which provides support for training apprentices in various construction industries. Regional Apprenticeship Initiative (RAI) linked here : Aimed at regional New Zealand, this initiative provides financial support to employers to take on and train new apprentices. Mana in Mahi – Strength in Work linked here : This program offers subsidies and incentives to employers who take on job seekers, including support for training and development. Ministry of Social Development linked here (MSD): MSD provides several funding opportunities to pay for wages and training. This includes programmes that help job seekers get the skills they need to meet the requirements of a job, funding and support to help with short-term pre-employment or in-work training to gain industry-specific skills needed for a job. What scholarships are available? Various organisations offer scholarships for vocational education in construction such as the Construction Growth Foundation (CGF ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. How do I bond employees? Employer-initiated bonding Employers can create bonding agreements where they provide financial support for an employee’s education or training in exchange for a commitment to stay with the employer/business for a specified period. This ensures that the investment in training benefits the employer. A bond means that an employee would be asked to return any agreed upon funding for external courses if they leave within a specific time period (usually one to two years). Example of a bonding scheme Employee Kate wants to improve her leadership skills both so she can be a more effective supervisor in her workplace, but also so she can contribute to wider industry initiatives such as her local catchment group. Her employer, Barbara sees the value in supporting Kate with her course. She offers to pay for 50% of the course for Kate. To ensure this investment is returned Barbara stipulates that if Kate leaves within the next 12 months she would need to pay back the 50% contribution. Click here to find out more on Case Study Examples

How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the construction sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and Development How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the construction sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and development is important for workers to learn new skills and stay up-to-date with the latest construction methods and technologies to make work more productive. In addition, workers feel valued when they get chances to learn and are more likely to stay with a company. Investing in training builds a skilled, motivated, and loyal team, which is essential for success in this changing industry. Value of Training and Development For information on Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Implementing Training & Development View More For information on Informal Semi-Formal Formal Continuous Professional Development Actions to Take View More Financial Support For information on Government Support Scholarships Bonding Additional Support View More We have created some examples of what training and development looks like for school leavers and career changers What does it look like? See Here Find more information and help here See the page here for more resources to help you in discovering training and development information and opportunities See Here Click here for more on the Value of Training and Development

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How do I embrace a values-based approach in the workplace? Although Te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in the construction workplace. These include Whanaungatanga (Kinship and relationships), Manaakitanga (Caring and respecting others), and Kaitiakitanga (Stewardship). Te ao Māori at Work How do I incorporate te ao Māori into my workplace culture? See Below for Information on: Values Based Approach Māori Culture & Supporting Your People Helpful Hints How do I embrace a values-based approach in the workplace? Although te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in a construction workplace. These are only a few values that can be applied from a broad and diverse range of values informed by te ao Māori. Whanaungatanga (Kinship and relationships) Whanaungatanga emphasises building strong connections between people to create a sense of belonging. This value can help everyone work together towards common goals while strengthening the community or workplace. Practically, this may look like: Building relationships Getting to know your Māori employees - spend time getting to know them personally. This creates space for Māori staff to share their whakapapa through the use of their pepeha (type of introduction). Show genuine interest in who they are, their whānau (family), and what drew them to this kind of mahi (work). Letting your employees get to know you - create opportunities for your employees to get to know you too. Share who you are, where you’re from, and a bit about your whānau. Engaging with your community - foster connections with the local community by supporting local initiatives and encouraging employees to get involved. Sustaining relationships Scheduling one-on-one meetings - regularly discuss their experiences and goals, showing that you are interested in their growth and wellbeing. Involve your Māori workers in conversations - share opportunities that align with their culture. They may be new to your business, but have insights that could be beneficial to your business objectives. Manaakitanga (Caring and respecting others) Manaakitanga is about fostering a positive and collaborative environment by caring for and respecting each other. This encourages everyone to work together, building a workplace where everyone feels valued. Practically, this may look like: Checking in with your employees: consistently support their mental, physical, cultural and social wellbeing. For more information see Workplace Wellbeing and Culture Acknowledge and celebrate achievements and efforts: show gratitude for hard work, such as a morning tea. Kaitiakitanga (Stewardship) Kaitiakitanga involves creating a balanced relationship with people and nature to live sustainably. This could mean managing and protecting natural resources for future generations. In your workplace, you can practise kaitiakitanga by encouraging sustainable practices and respecting the environment. Practically, this might look like: Implementing waste management practices : minimise waste and promote recycling and composting within the workplace and community Leading efforts to look after native species : actions such as planting riparian and other native bush especially close to waterways, contribute meaningfully to kaitiakitanga Creating opportunities for tikanga: for example, ask your staff if they would like karakia (ritual chants) to take place before cutting down flax or other natural resources Supporting Māori employees to use maramataka (Māori lunar calendar) practices : the traditional Māori lunar calendar can guide planting, harvesting, fishing, and hunting. Matariki, signalling the start of a new year, is another example of maramataka Māori in alignment with the lunar calendar. Understanding these values can help create a supportive and inclusive workplace. When these values are put into practice, they can help Māori employees feel valued and respected. What is Māori culture and how do I support my people? Language There are many ways to incorporate te reo Māori in your workplace. Here are a few tips and helpful resources to support this effort: Pronouncing people's names and place names correctly: Ensure you pronounce people’s names and place names correctly. A guide on te reo Māori pronunciation can be found on reomaori.co.nz. If in doubt, ask the person how to pronounce their name correctly. Incorporating basic words: use words such as kia ora (hello, thank you, be well) in workplace conversations. It is very common to include te reo Māori in daily conversations like “whānau” and “mahi”. Reomaori.co.nz has examples of everyday words you can incorporate into your workplace. Recognising and celebrating te reo Māori: participate in Māori language week, te Wiki o te Reo Māori and the Māori language month, otherwise known as Mahuru Māori to celebrate and promote the use of te reo Māori. More information can be found on reomaori.co.nz. Cultural practices Tikanga Māori are practices that can be incorporated into the workplace. Below are some examples, recognising that some may be more relevant to your work than others. Land based-practices: consider following protocols when engaging with the land, such as seeking permission from local iwi (tribe) before accessing particular sites or harvesting natural resources. Find out which local marae are near you to talk to, using Te Kāhui Māngai (Directory of Iwi and Māori Organisations) through this website - www.tkm.govt.nz . Meeting practices: be open to including karakia at the start and end of meetings to set the intentions for a hui (meeting). This only takes 30 seconds. Discuss with your Māori staff whether this is something they see value in. Welcoming practices: depending on your location, visitors may be welcomed with a mihi whakatau or a pōwhiri (welcoming ceremonies). This is a great opportunity for new employees to get to know their new colleagues and workplace. In workplaces, a mihi whakatau is more common and can include kōrero (speeches), waiata (songs) and karakia. The kawa, tikanga and order of proceedings varies, so please check with the local iwi, hapū (sub-tribe) or marae beforehand on the Te Puni Kōkiri Te Kāhui Māngai website. You can also learn more about pōwhiri on the Te Ara - NZ Encyclopedia website. Mourning practices: Tangihanga, the practice of mourning the passing of a loved one, typically takes priority over all other events in te ao Māori. It recognises the impact of the individual and supports whānau through the mourning process. Tangihanga are similar to funerals, but are typically longer in length. You can learn more about the tangihanga process on the Te Ara - NZ Encyclopedia website. For more information about leave entitlements please see our website or the Employment NZ website. What are some helpful hints? Varied connections to land: Mātāwaka is a term known for Māori who live away from their traditional lands. Mana whenua are those who live on their ancestral lands. Both are examples of the experiences of Māori connection to the land, which may vary. Use of te reo Māori: While the use of te reo Māori is becoming more common across Aotearoa New Zealand, not all Māori employees may feel confidence speaking their language. Expectations: Don’t assume your employees can be cultural advisors without discussing it with them. Appropriate remuneration may be needed if you’re asking staff to take on additional cultural responsibilities. Diversity within Māori Culture: Māori culture is diverse, with many differences from language dialect to practices. Understanding this diversity is crucial as it is a common misconception that the aspirations, needs and ways of doing things are the same across all Māori communities. Governance and co-design: It is important to note that while this information focuses on your support for the needs of your employees, there are opportunities to empower your employees also through enabling decision making and co-design. Click here to find out more on Actions to Take

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

Finding the right individuals and giving them support can make all the difference in retaining them. Studies show that many new employees leave within the first 90 days because the job isn't what they expected (Jobvite, 2018). Hiring the right person involves getting some basics right from the beginning. Step 5: Hiring How do I hire a new employee? See Below for Information on: Tests & Checks Employment Trials & Probationary Periods Employment Agreements Employment Paperwork The hiring process has a few steps involved to ensure that you are hiring the right person. More information on many of the steps below can be found in Your Obligation as an Employer or can be found on Employment NZ (e.g. trials and probationary periods , employment agreements and pay ). How do I complete tests and checks? As an employer, you can use tests and checks before and during employment. This can include a: criminal history check, drug and alcohol test (if relevant to the job), and visa check. See the Employment NZ website here on how to legally conduct these tests. It is also important during this time that you get two to three referees from the candidate. A referee is someone trustworthy who can vouch for the skills and experience of a candidate. You should call these referees to check that the person you plan to hire has the experience and qualifications they say they do. You can also check if there has been any employment issues with this person in the past. See more advice on how to do reference checking from Seek here . For school leavers who have limited job history, doing a reference check with a teacher can be a good substitute. What are employment trials and probationary periods? To assess a new employee's performance, a 90-day trial or probationary period can be used. During this time, you can evaluate the employee's ability to do the role and decide if they meet performance expectations. If they do not, you can ask them to leave. By including a 90-day employment trial or probationary period in the employment agreement, you can make sure that the employee is a good fit for your team and business. See Employment NZ website here for more information. How do I negotaite the employment agreement and pay? Once you are satisfied with the tests and checks you have completed for your candidate, it is time to formalise the employment relationship by presenting an offer to the candidate. More information can be found in Starting Employment . This is also a great time to think about whether you want to provide anything above the minimum entitlements, such as extra leave or higher pay. These benefits can also be considered during the initial step of the hiring process (preparing) as they can be used as selling points to attract exceptional candidates. By formalising the employment relationship with a well-drafted agreement and considering additional benefits, you can set a positive tone for your new hire and ensure clarity from the start. What employment paperwork needs to be completed? Legally, there is mandatory paperwork that must be completed when you hire a new employee. This includes: Signed employment agreement Details and proof of a visa, residency or citizenship IR330 tax declaration Kiwisaver forms Setting up records of wages, time, leave and holidays Emergency contact details Bank account number for wages (if agreed as the payment method). If this is your first employee, you must register as an employer with Inland Revenue who will advise ACC. See an Inland Revenue pdf guide here for information on how to set up employees, especially as a first time employer, on the Inland Revenue website. It is important to note that if a person works for you under a verbal agreement and no employment agreement is signed, employees are still entitled to the minimum employment rights the law provides. See more information in Your Obligations as an Employer . Click here to find out more on Step 6: Onboarding

What are some simple actions I can take to incorporate te ao Māori in my workplace? See below for information on Investment in Rangatahi (young people), leading with values, prioritising health and wellbeing, Kaitiakitanga in action. Actions To Take What are some simple actions I can take to incorporate te ao Māori? See Below for Information On: Investment in Rangatahi Lead with Values Whanaungatanga Prioritising Health & Wellbeing Kaitiakitanga in Action Investment in rangatahi (younger generations) What this could look like in your workplace: Supporting Training: Help your employees to achieve certification, through supported training providers, more can be found on our website. Basic Qualifications: Support employees in attaining basic qualifications such as a full drivers licence or first aid certificate. Find out more on our website about how to do this. Mentoring and Coaching : Refer to chapter 4, Mentoring and Coaching to see how you can support younger employees. Lead with values What this could look like in your workplace: Understanding key concepts: Familiarise yourself some of the key concepts of te ao Māori, such as te reo and tikanga Māori. Getting to know employees: Learn more about who your employees are outside of work and understand how work may impact their lives, and vice versa. It is important to respect that not everyone may want to engage in these discussions, and that is okay. Encourage participants, but understand that not everyone will be willing to share more than that they are comfortable with. Some suggested questions could be: How do you like to spend your time outside of work? Are there any hobbies or activities you are passionate about? Is there anything that’s been particularly challenging or rewarding recently in your life? Is there anything we can do to support your work-life balance? Whanaungatanga in action What this could look like in your workplace: Team bonding: Consider implementing small te ao Māori practices into your everyday work, such as karakia. Be sure to ask your employees what they would like to see. Prioritising health and wellbeing What this could look like in your workplace: Regular check-ins: Consistently check in with your employees to support their wellbeing. This may involve using a Te Whare Tapa Wha as a framework. For more on this, refer to chapter 3 , Workplace Wellbeing and Culture . Kaitiakitanga in action What this could look like in your workplace: Implementing Kaitiakitanga Practices: Adopt relevant kaitiakitanga practices that are relevant to your workplace. This may include careful consideration of how you look after nearby waterways or by planting native species. See more examples here . Click here to see te reo Māori Glossary

How do I manage leave and ensure the health and satefy of my staff? See below for information on leave and holidays, and health and safety. What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave & Safety How do I manage leave and ensure the health and safety of my staff? See Below for Information on: Leave & Holidays Health & Safety What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave and holidays can include (but are not limited to): annual leave, public holidays, sick leave, bereavement leave, and: parental leave. It is important to note that granting additional leave above the minimum requirements, whether it’s annual leave, sick leave or other, can help support the wellbeing of your employees and can aid in their retention. Going beyond minimum legal entitlements can be a strong motivator for why good employees want to work with you as well. You may consider this as part of your employee benefits to attract great workers, or on a compassionate basis when an unforeseen situation arises (e.g. longer bereavement leave for a loss of someone close, longer sick leave for serious illness). Annual leave Employees are entitled to annual leave. Full-time employees are entitled to a minimum of four weeks of paid annual leave each year. This allows them to take a break, recharge, and spend time with their whānau. An employee is entitled to their annual leave when they have worked continuously for you for 12 months. However, you can choose to allow employees to take annual leave before then as part of an employee benefit. In the 12 months before entitlement, annual leave is accrued over the time of their employment. You can find more information on how annual holiday entitlements work and how to calculate them here . For casual employees and fixed term employees less than 12 months, the employee can agree to be paid holiday as ‘pay-as-you-go’. This means that instead of accruing leave, the employee gets 8% of their total earnings paid as holiday pay along with their regular wages each payday. This can be a simple and convenient way to handle holiday pay for short-term or irregular work. For more details, please see here . Public holidays Employees are entitled to all 12 New Zealand public holidays (see a list here ). If an employee does not work the public holiday, and it is their normal working day, it is expected they are paid what they would have received if they had worked that day. If your employee needs to work on a public holiday, they are entitled to time and a half pay for the hours worked, plus, they should also get an alternative holiday day, often called a 'day in lieu' unless they do not usually work on the day the public holiday falls on. This rule applies to casual workers as well, ensuring fair treatment for everyone. If an employee does not usually work the day of a public holiday and continues to not work that day, they are not entitled to any additional pay or an alternative holiday. More information on public holiday entitlements and considerations can be found here . Sick leave Sick leave helps ensure that your team can take care of their health without worrying about losing pay. All employees, whether they are full-time, part-time, or casual, are entitled to 10 days of sick leave each year once they: have been working for you continuously for 6 months, or they have worked for you for a period of 6 months for: an average of 10 hours per week, and at least one hour in every week or 40 hours in every month. Sick leave can accumulate up to 20 days in total. You can request proof of sickness or injury through a medical certificate from a doctor chosen by your employee. If an employee has been absent for more than 3 days in a row and you want to request a medical certificate, the cost of the GP visit then falls on the employee. For more details on how to calculate sick leave and what it covers can be found here . Bereavement (Tangihanga) leave Bereavement leave can be taken at any time and for any purpose related to the bereavement. It doesn’t have to be taken straight away or on consecutive days, giving your employees the flexibility they need during difficult times. The amount of bereavement leave an employee is entitled to depends on their circumstances: Three days: For the passing of immediate family members or in the case of a miscarriage or stillbirth One day: For any other type of bereavement, if you accept their circumstances, keeping in mind the principle of good faith. As an employer, you can be flexible with the number of days you provide for bereavement leave. For Māori employees, there may be cultural expectations to attend tangihanga, a Māori ceremony for mourning that can last several days. In this circumstance you may want to consider providing additional bereavement leave above minimum requirements. For more information on entitlements and other circumstances, you can find additional details here . Parental leave Employees are entitled to take time off for parental leave if they meet the requirements. For primary caregivers, the requirements to be eligible for parental leave are that they have worked for you: for an average of at least 10 hours a week, and for at least 6 months. Other types of care, such as partners leave and extended leave have different requirements which must be met (see here for more information). For primary caregivers, if they meet the requirements they are eligible for up to 26 weeks of leave, with the option to request extended leave if needed. The law does not require employers to pay their employees during parental leave. However, as an employer, you have the option to 'top up' parental leave with additional pay. This can be a great way to attract and retain your staff, showing them that you value their commitment and family needs. There are different types of parental leave to be aware of, each with its own set of rules and conditions. You can find more detailed information on these different types of parental leave here . Other types of leave There are also other types of leave you need to be aware of such as family violence leave, jury service leave, time off to vote, and unpaid leave. You can find more information on these types of leave here . What is health and safety? Having good health and safety practices is crucial to keep your staff thriving. These practices are not as hard, expensive, or time-consuming as you might think. Good health and safety measures improve worker wellbeing, boost productivity, reduce absenteeism, and ensure you meet your legal responsibilities. Under the law, businesses must look after the health and safety of their workers. This means providing a safe working environment and taking steps to prevent accidents and injuries. Health and safety has large legal implications if it is not done correctly. This section does not cover the full extent of your responsibilities as an employer as many resources already exist to help you in your journey. Key Resource Worksafe New Zealand, the government run health and safety regulator, has developed key resources to help food and fibre meet their health and safety obligations. Home Website Searching their website to find industry or sector specific information which fits your business will provide the most helpful and accurate information on how to manage health and safety. Click here to find out more on Preventing & Addressing Problems

It is understandably overwhelming to find the right types of training, development, and learning for your business. Below is an overview of the common formats and an outline of the benefits and challenges. We have also collected a range of resources with more detailed information for you to access starting from more informal and moving to more formal and institution-based options. Actions to Take What opportunities are out there for training and development? See below for information on: Simple Practices & Steps Informal Semi-Formal Formal Continuous Professional Development What simple practices can I implement to improve my approach to training and development? Here are a few simple steps that will help you and your employees get on the same page around training and development expectations. Consider what goals your business has and what skills and capabilities you need in your team. Are you meeting your minimum requirements? Do you want to do something new in the future? Do you have weaknesses you want to improve? Do you want to improve efficiency? Identify what training and development goals you think apply to each area of your business and the employees working in those areas. If you want to hire new staff and promote a current employee to a supervisory role, a goal may be to strengthen that employee’s leadership and people management skills. If you want to improve the quality of workmanship by staff you could set a goal to have improved confidence and quality of work on your work site in 12 months. Work with your employee to assess their training and development needs. Be transparent about business goals and the skills and capabilities needed to meet these. Discuss how they currently could meet those and / or how they could upskill to meet them. Explore their career goals and how opportunities could align to these. Explore training and development options with your employee and together come up with a plan that aligns to business goals. Support your employee to carry out their training and development plan, and monitor the results. Ensure your employee has the right resources to complete training and development. Check in with your employee on progress frequently. As appropriate, conduct a year end review. As needed, update the plan to reflect new business priorities, changing skills and capabilities of your employees, and new career opportunities. Download Apprentice Toolkit Download Worker Support Toolkit It is understandably overwhelming to find the right types of training, development, and learning for your business. Below is an overview of the common formats and an outline of the benefits and challenges. We have also collected a range of resources with more detailed information for you to access starting from more informal and moving to more formal and institution-based options. Types of training and development Informal learning is learning that happens outside the classroom environment, often on the job or in informal settings. Examples include on-the-job training through buddying with a more experienced worker, guidance via a mentoring system, self-education, ‘school of hard knocks’ through multiple years of doing the job. Formal learning is learning that takes place through a formal training provider and results in a registered qualification in the NZ Qualifications Framework. Semi-formal learning includes compliance training, industry-developed (such as market-led assurance scheme) certified, badging and seals along with industry-recognised and purchased vendor training credentials not registered on the NZ Qualifications Framework but some may have acknowledged equivalence by formal training providers (e.g., towards specified or unspecified credits against a formal qualification). What is informal training and development? On the job training: Employees learn by doing, usually under the supervision of experienced colleagues or supervisors or via a buddy (see Workplace Culture and Wellbeing ) Benefits: Cost-effective, practical, and directly relevant to daily tasks. Challenges: May lack structure, consistency, and recognition. Mentoring and Coaching (see Mentorship and Coaching ): Experienced staff (or external mentors/coaches) guide less experienced ones, providing advice, support, and feedback. Benefits: Personalised, builds strong relationships, fosters a culture of continuous learning. Challenges: Time-consuming, dependent on the availability of skilled mentors. What is semi-formal training and development? Industry Workshops and Short Sessions: Short-term, intensive training sessions focused on specific skills or knowledge areas - mostly externally provided. Benefits Interactive, up-to-date information, opportunities for networking. Challenges: Limited scope, may not address all the needs of the workforce. Industry Online Courses and Webinars: Digital learning modules and live or recorded webinars covering various topics. Benefits: Flexible, accessible, and often cost-effective. Cons: Requires self-discipline, may lack hands-on experience. Micro Credentials: Short, focused educational programmes designed to provide learners with specific skills or knowledge in a particular area. Benefits: Targeted skill development, cost-effective, time-efficient, boosts employee satisfaction and retention, helps adaptability. Challenges: Limited scope, variable quality and recognition of credentials. Types of TrainingProviders Construction-related education and training may be delivered through: Universities Institutes of Technology and Polytechnics (ITPs) Private Training Establishments (PTEs) Wānanga Universities in New Zealand New Zealand’s eight universities offer a range of construction-aligned undergraduate, postgraduate, and research programmes, depending on the institution. University of Auckland Auckland University of Technology University of Waikato Massey University Victoria University of Wellington University of Canterbury University of Otago Lincoln University Institutes of Technology & Polytechnics (ITPs) Despite a change of structure within the ITP network, the individual ITP’s continue to offer a range of construction-related courses, and in a range of ways. Northtec (Whangarei) Unitec , Manukau Institute of Technology (Auckland) Ara Institute of Canterbury (Christchurch) Toi Ohomai  (Bay of Plenty/South Waikato) Wintec (Waikato) Eastern Institute of Technology (EIT, Hawkes Bay) Universal College of Learning (UCol, Manawatu/Wairarapa) Western Institute of Technology (WITT, Tarankai) WelTec/Whitireia (Wellington) Nelson Marlborough Institute of Technology (NMIT) Tai Poutini Polytechnic (West Coast South Island) Otago Polytechnic (Dunedin) Southern Institute of Technology (SIT) Open Polytechnic Private Training Establishments (PTEs) PTEs are often owned by the industry they serve, and offer courses specific to that industry. There are many PTEs offering construction courses in New Zealand; the more prominent ones include: BCITO Skills Group Vertical Horizons Builders Academy Future Skills Academy New Zealand Estimating & Surveying (NZES)  NZMA Types of education or training for Construction Supervision & Management  Construction Supervision & Management  NZ Certificate in Construction Trades Supervision (Level 5)  A common next step for builders and others aiming to become Site Foremen or Site Supervisors. Focuses on operational leadership, technical supervision, and environmental sustainability.  NZ Diploma in Construction (Level 6)  Designed for long-term career growth, with specialisations in Construction Management or Quantity Surveying. Supports capability in project delivery, resource planning, and site logistics.  Passive House & High-Performance Building High-performance and energy-efficient building is a growing area of specialisation within the construction sector. Certified Passive House Tradesperson Short-format training focused on airtightness, thermal performance, and high-efficiency construction techniques. Certified Passive House Designer / Consultant Advanced Building Science Training suited to those involved in design, consultancy, or high-performance projects. Specialised Technical & Professional Pathways Additional suggestions for ongoing training : Gaining and /or maintaining Licensed Building Practitioner (LBP) Construction leadership, governance, or business capability development Applied research or postgraduate study with sector relevance What is continuous professional development (CPD)? This covers all types of training and development; informal, semi-formal and formal Professional Development Programmes: Ongoing training opportunities to enhance professional skills and knowledge (e.g., workshops, short courses, conferences) usually associated with a vocation or professional members group. Find out more information through your industry associations. Leadership Programmes: One off courses to enhance leadership skills. Benefits: Networking, increases skills and knowledge around tools for leadership. Challenges: in-person attendance requires time off work, and potential travel can be costly. Click here to find out more on Financial Support

What does a good attraction process look like? To help you understand how all the steps of the hiring process link together, three case studies have been detailed below to show how outcomes can change based on the hiring experience What does a good attraction process look like? Below are three illustrative examples of employers at different stages of recruiting. They are not intended to represent any individual, organisation or industry. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Description: Eleanor is an owner of a kitchen design business who was looking for a role which requires around two years of experience. Preparing: Eleanor wanted to hire as quickly as she could so she didn’t take time to understand what her business offered their employees or define what skills and experience she was clearly looking for. Finding: An old job ad was used from three years prior when she was looking for a similar role to advertise the position. Even though some aspects of the job ad aren't accurate, Eleanor didn’t think it impacted too much on who applied. She posted this ad across a few platforms. Assessing: Eleanor was disappointed when only two people applied for the role. Even though neither of them had the experience or skill she really needed, she decided to interview them anyway. Selecting: After a quick phone call with both applicants, she decided to hire Barry. Barry was the elder of the two candidates and Eleanor thought he would have more maturity. She figured out their ages by asking for their birthdays. Hiring: Eleanor sent the employment agreement over to Barry the next day without completing any tests or checks. Welcoming: When Barry turned up on the first day he was introduced to a few members of his team and given the equipment he needed to complete the job. He wasn’t offered any support on how to learn his role. Barry felt very stressed as he had no previous experience in the job as he had expressed to Eleanor. Outcome: Barry ended up leaving the role after two months. He felt unsure on what was expected of him and how to do the job. Although Barry expressed his inexperience in the role during the hiring process, he felt he was not trained or supported to learn on the job. What worked well : Posted the job ad across multiple platforms Used an employment agreement What needs improvement: Did not define why an employee should work for the business Did not use an updated and accurate job ad Hired the better candidate who applied, but not the right person for the role. Eleanor should have redone the steps to get better experienced candidates Did not interview in-person Did not spend time getting to know the candidate and their experience Asked an illegal interview question about the age of the candidates Did not complete tests and checks Did not provide an opportunity to negotiate the employment agreement Did not provide a supportive onboarding experience Did not provide training on missing skills and experience Case Study 2 - Doing Well Description: Dale is a manager at a glazing company who was looking for a role which requires little to no experience as on the job learning is expected. Preparing: Dale was able to successfully pull together the basic skills and experience he was looking for in the role. He also created a list of benefits employees get from working at the business. Finding: Dale pulled together a basic job ad using online resources and posted this ad in Facebook groups and on established job seeking platforms. However, as he was concerned that he wouldn’t get much traction for the role, he decided to flourish and exaggerate some aspects of the job ad to gain interest. Assessing: Dale received many applications for the role, many which seemed to come from career changers. He chose the top three candidates to interview by their writing abilities in the application form. Selecting: As skill and experience isn’t a large requirement of the role, Dale opted for a casual interview style. He chose Sarah as the preferred candidate as she seemed passionate about what the business could offer her in her new career. Hiring: Dale completed important tests and checks on Sarah, including drugs and alcohol tests, police background checks, and referee checks. Once he received the results and was satisfied he sent a draft employment agreement over to Sarah to look over and comment on. Welcoming: On Sarah’s first day, she was greeted by Dale and her buddy for her onboarding, Shawn. Shawn was in Sarah’s exact shoes two years ago - new to the job with little experience. Across Sarah’s first few months, Shawn taught her everything she would need to know to do her role in glazing with a special focus on health and safety. Shawn also made sure to introduce Sarah to all of the team as early on as possible. Outcome: Although Sarah felt very welcomed into the role by Dale and Shawn and believed it would be the perfect opportunity for her career change, the realities of the job did not align with what she was sold in the job ad and interview. Sarah tried to stay because of how much she felt welcomed by the people, but only lasted 6 months before resigning. What worked well : Defined the skills and experience needed Defined the perks of the job Created a new job ad Posted the job ad across multiple platforms Interviewed in a way suitable for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming onboarding experience Trained on missing skills and experience What needs improvement: Did not define ‘fit’ for the role Exaggerated the perks of the role without acknowledging the realities Did not choose candidates based on what will make them successful in the job (i.e. based selection on writing abilities) Case Study 3 - Excelling Description: Trent is an owner of carpentry business who was looking for a basic entry role. Preparing: Trent understands how costly it is to constantly rehire and train new employees. Therefore, he spent time considering who would be suited to this role (fit)? What would they be looking for and act like? What key basic skills and experience would they have, and was this needed for an entry role? This helped him form the basis of his job ad. Finding: Using a new job ad, Trent made sure to highlight both the positives and realities of the role. He wanted to make sure he attracted a person who knew from the beginning what they were getting into. Trent advertised using schools as he wanted to hire a recent school leaver. This was with the aim of attracting someone that could grow and was eager to learn. Assessing: As Trent didn’t sugar coat the role and advertised to a smaller pool of people, he took a hit in how many applicants he had. However, out of the three applications he received they all seemed of high quality and people who he would want to interview. Selecting: As Trent was interviewing school leavers, he opted for a semi-formal interview style with some key questions he wanted answers to dotted throughout. He wanted the interview to feel like a conversation where he got to know the person. He also wanted the applicants to feel at ease as they likely had never done an interview before. He decided to hire Jack who had a passion for learning and interest in apiculture. Hiring: Trent completed basic tests on checks on Jack, including a police background check and referee checks. When these were complete he sent the employment agreement over to Jack to agree on. Welcoming: On Jack’s first day, Trent met with him and introduced him to his buddy Kyle. They both took him around the business and introduced him to the team. As it was Jack’s first ever job they made sure to develop a special training program which ensured he would have the basic skills and experience he needed for success within his first 4 months. Outcome: As Jack understood what the role entailed, there were no surprises when there were parts of the job that were hard. However, having Trent and Kyle there to support him and teach him his role made him happy at work and excited to turn up each day. Jack is excited to have a career in carpentry and plans to stay with Trent until he is ready to open up his own business. What worked well : Defined the ‘fit’ needed Defined the skills and experience needed Defined perks of the job Defined realities of the job Created an accurate job ad Posted the job ad in a way that target the people that were needed Interviewed in a way suitable for the role Chose the hired candidate off qualities important for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming and supportive onboarding experience Specialised training to gain experience quickly Click here to find out more on Māori Cultural Confidence