Employer Toolkit

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

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

How do I follow the law and fulfill my obligations as an employer? Understanding employment law and knowing what it expects of you as an employer is key to fostering a healthy relationship between you and your employees. This chapter discusses your minimum legal requirements. Where possible, you should consider going beyond these requirements to attract and retain the best people and support your employees. Your Obligations as an Employer How do I follow the law and fulfill my obligations as an employer? Understanding employment law and knowing what it expects of you as an employer is key to fostering a healthy relationship between you and your employees. This chapter discusses your minimum legal requirements. Where possible, you should consider going beyond these requirements to attract and retain the best people and support your employees. Not complying with employment law may cost you. If you are found in non-compliance you could face financial penalties business as well as paying compensation to employees and lost wages where relevant. Therefore, it is important to get it right now and know when and where to seek extra help. This chapter links often to information on the Government website, Employment NZ. It is noted if a link goes to another provider. The information provided in this chapter is not legal advice. If you are uncertain on any information presented, we recommend you seek advice from a professional. Starting Employment For information on Rights and Responsibilities Good Faith Employment Agreements (Contracts) Types of Workers View More For information on Pay Hour and Breaks Employee expenses Pay & Hours View More Leave & Safety For information on Leave and Holidays Health and Safety View More For information on Policies and Procedures Problems in the Workplace Resolving Problems Ending Employment Ethical Employment Preventing & Addressing Problems View More Find more information and help here If you need help with employee legislation, there are a wide range of professionals who can help you such as lawyers and HR consultants. You can also contact Employment New Zealand here if you have a general query or need help with an employment problem. Some extra resources can be found below to check and further improve your employment knowledge; Employer Relations Helpline - Free 24/7 helpline offering free initial advice to business owners about the Employment Relations Act Employer Self-Assessment Checklist (pdf) - Helps you as an employer measure your compliance with minimum employment standards in the workplace. Employer Self-Assessment Guide (pdf) - A comprehensive guide designed to assist in completing the checklist above. Click here to find out more on Starting Employment

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

Why is training and development important? Manage risk in the business, improve productivity, iIncrease morale and motivation, retain good staff. Value of Training and Development Why should I focus on training and development? See Below for Information on: Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Why is training and development important? Manage risk in the business: Meet minimum standards for health and safety, operating equipment, and looking after themselves and others. Improve productivity: Training enhances employees' skills, leading to more efficient and effective work. Well-trained employees make fewer mistakes, saving time, cost, and resources. Increase morale and motivation: Training empowers employees, boosting confidence and morale. Opportunities for growth and development keep employees motivated and engaged. Upskilling can help staff feel like they have something important to offer the team, and can help build a sense of self, identity, and positive wellbeing. Retain good staff: Employees are more likely to stay with a business that invests in their development. Providing growth opportunities can foster loyalty. Training and development can cost businesses a lot if it is done ineffectively. Below are a few principles that can help you decide how to approach training and development for your employees and business. How do I know what training and development is right for my employees? 1. Meet your minimum requirements Core training: Ensure that basic skills required for safe operation are continuously upheld. This is fundamental to any training and development programme. Set Clear Expectations: Clearly outline the basic skills that all employees need to know. For training and development beyond that, make it clear whether you expect employees to proactively seek out training opportunities or if you will provide suggestions / options. 2. Ensure training is relevant Align with Business Goals: Make sure training programs are directly linked to your business needs. Job-Specific Skills: Focus on skills and knowledge that are immediately applicable to employees' roles. (see Attracting the Right Individuals on writing effective job descriptions) 3. Promote continuous learning Ongoing Development: Encourage employees to continuously improve (see a simple process for doing this below ). Also, see how mentors and coaches can support continuous learning in Mentorship and Coaching . 4. Make training accessible Work with employees: Work with employees to understand their motivations, goals, learning styles, schedule, and any barriers to training and development they may have. See more in Workplace Wellbeing and Culture and Māori Cultural Confidence. Remove barriers: Where practical provide support to ensure the best outcome for the employee and your business. 5. Measure and evaluate effectiveness Track Progress: To ensure the training and development you are delivering or supporting is relevant and effective, tracking employee progress will be important. There are a range of ways to do this outlined below. This information can help you adjust and refine to get better results. What are some myths about training and development? Myth 1: Training and development is expensive Lots of training and development is free / low cost - so cost may not always be a barrier. You/your employees may be able to access government or industry financial support (see the page on Financial Support ). Some things are more expensive but worth it. Ensuring the training is relevant to your business will help determine whether it is a worthwhile investment. You can share costs with your employee and/or implement a bonding agreement for the cost of courses to ensure return on your investment. Myth 2: If I train my staff, they will leave (or want more pay) It is often true that when an employee feels they are adding more value to a business they expect to be paid at a higher rate. Working out a development plan, and being transparent with employees about the requirements for different types of roles / skills / knowledge and the value you relate to those will help manage expectations. A simple process for this is outlined here . It can also be true that training and development can advance employees' career pathway expectations and if there is no clear ‘next step’ in their current business they may go elsewhere. Sharing your expectations and the opportunities in your business as transparently as possible with employees will help them understand where you are at. Employees upskilling and leaving can still support your business in the longer-term both through reputation and returning of previous staff. When the majority of employers in the sector take this approach it also increases the skill base of all employees. Myth 3: Training takes staff out of work leaving me understaffed There are a range of options for learning - many of which are work-based and/or flexible and will fit in easily within a week (i.e. part time or outside of work hours training) Training and development is a great thing to focus on when the season is not so busy such as over winter for some industries. Myth 4: There are no training or development courses relevant to my business, so I have to do it myself There has been a lot of change in the government’s approach to industry training and development over the past five years. This has resulted in a lot of change in the types and range of training and learning available. Something more suited to your business may have been recently made available or in the pipeline. Share what training and development you want with your Workforce Development Council - Muka Tangata . It is their job to recommend changes to the system to ensure industry needs are being met. Myth 5: It is impossible for employees with literacy and numeracy difficulties to do training and development Training and development might look different for these employees, however, there are different guidelines and resources available (e.g. from Primary ITO , NZQA , Ako Aotearoa , Literacy Aotearoa , Pathways Awarua ) for working with learners struggling with literacy and numeracy. This includes employees who are alliterate, or may have dyslexia or another form of neurodiversity. What is Te Ara Poutama? Poutama are a stepped pattern seen in toi Māori (Māori arts) such as tukutuku panels or in woven mats. It is a symbol of whakapapa (genealogy) and can represent levels of learning and achievement. This pursuit of higher learning is heard in the pūrākau (story) of Tānenuiarangi, who sought the three baskets of knowledge from the topmost heaven. Each iwi (tribe) has their own version of this story. Some iwi identify this pūrākau with the figure Tāwhaki. The stepped pattern in the poutama is often interpreted as Tāne’s ascendency. This approach to learning is grounded in a Māori worldview as an ongoing and continuous journey of growth and expansion. This is also an example of the importance of educational achievement and the pursuit of knowledge is a shared view among many cultures. Should you wish to learn more about Tāne’s pursuit of the baskets of knowledge, a version of the pūrākau was produced by KIWA Digital which you can find here . Click here to find out more on Actions to Take

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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