How to start employment well and kick off your relationship with the employee. See below for information on rights and responsibilities, good faith, employment agreements (contracts) and types of workers. Starting Employment How to start employment well and kick off your relationship with the employee See Below for Information on: Rights & Responsibilities Good Faith Employment Agreements (Contracts) Types of Workers What are employee rights and my employer responsibilities? As an employer, it's important to know the basic requirements for every employee. This includes: A written employment contract: Have a written contract for each employee that outlines the terms of their employment (see more information below) Minimum wage: Pay at least the minimum wage for all hours worked (see more information below) Payment method: Make payments in cash unless another method (like direct credit) is agreed between both you and the employee. See more information here . Employees are also entitled to specific leave and break times (detailed below). It is important to keep records to show you are being compliant with the law. This can also help you avoid misunderstandings and protect you if problems come up. You can find more about this here . What is acting in 'good faith'? Building a strong relationship with your employees starts with acting in ‘good faith’. Good faith holds up the relationship you have with your employees. This is especially important when dealing with tough situations, like performance issues or misconduct. Here are three key principles to keep in mind: Honesty: Don't mislead or deceive. Always be upfront and truthful Communication: Be responsive and keep communication open Transparency: Before making a decision which is relevant to an employee, provide them with all the information they need to understand the situation and give them a good chance to share their thoughts. Under the law, all parties in an employment relationship must: deal with each other in good faith, have good reason for their actions, and follow a fair process. More information on good reason and fair process can be found here and here . If an employer is found to have breached 'good faith', they could face significant financial penalties. For more details on acting in good faith, see here . What are employment agreements (contracts)? Every employee must have a written employment agreement (sometimes referred to as a ‘contract’), which makes it clear what is expected from them. There are two types of employment agreements: Individual employment agreement (IEA) This is between you (the employer) and an individual staff member The details of the contract only apply to that specific employee Collective employment agreement Covers similar points as an individual agreement The terms are agreed between you (the employer) and a union representing a group of employees. When hiring, it's up to the potential employee to decide if they want to use a collective employment agreement (if there is a union available) or an individual employment agreement. You can find more details on what these agreements look like here . You can find a list of NZCTU (New Zealand Council of Trade Unions) union affiliates here or search the registered unions database here . If you have a reasonable belief that employees could be under the influence of something or not sober at work, or that testing is needed to manage risks to health and safety, it is important to consider clauses around drug and alcohol testing. You can find more information on testing here . Employment Agreement Templates Templates to build employment agreements can be found at; Federated Farmers of New Zealand linked here - These are available to members and at a fee to non-members. Members are also able to receive advice from Federated Farmers’ employment experts, a service not available to non-members. Business.govt.nz linked here - A free employment agreement builder to create a tailored employment agreement. This is not specific to the food and fibre sector. New Zealand KiwiFruit Growers linked here - Provides sample employment agreements for fixed term, casual, and permanent employees specifically tailored to kiwifruit growers. Job Descriptions Job descriptions are also helpful tools so both you and the employee understand the expectations of the role. You can find skills to include which are relevant to your roles at; Food and Fibre CoVE - The Food and Fibre Skills framework is a useful tool to identify the skills needed in your job descriptions and aims to create a common language of how skills are communicated and described in the sector BERL - For viticulture specific skills for the wine workforce You can find PDF templates for job descriptions at; Careers NZ - For a generic job description template Dairy NZ - For dairy industry specific templates at the bottom of the page There is also mandatory paperwork that must be completed for each new hire, such as IR330 tax declaration and Kiwisaver forms. See Attracting the Right Individuals for more information. Trials and probationary periods As an employer, you may want to use a trial or probationary period to know for sure if an employee can effectively complete the job. This must be written into the employment contract and agreed to by the employee. For more information on 90 day trial periods, see here . What are different types of workers? It is important to understand whether a worker is an employee or a contractor. Employee: Someone hired to do work for wages or a salary under an employment agreement. Contractor: Someone hired to perform services under a ‘contract for services’. To determine whether your workers are contractors or employees you can find legal test guidance here (intention test, control vs independence test, integration test, and fundamental / economic reality test) which can help decide whether someone is an employee or contractor. Knowing whether a person is a contractor or an employee is vital to ensure they are on the right contract. If you hire someone as a contractor when they should be an employee, you might end up paying extra costs like unpaid tax, unpaid minimum wages, unpaid kiwisaver and unpaid leave entitlements. While there are a range of factors that can determine whether someone is an employee or a contractor, we have considered some of these in the scenarios below. If you are unsure if someone is an employee or a contractor, you should seek legal advice on this. An illustrative example of what an employee versus a contractor looks like, see below. Types of Employees There are four types of employees: Permanent (full-time or part-time) employees: Ongoing employment at a workplace Fixed-term (full-time or part-time) employees: Ongoing employment which ends on a specified date or event Seasonal employees: Type of fixed term employee where work finishes at the end of a season Casual employees: Employees who work when it suits them and do not have regular working patterns. For more detailed information on each employee type see here . However, you can use this quick table to gain a quick understanding of how they differ. Some employees may be described as ‘casual’ but are actually part-time employees as they have a setwork pattern. The scenario below is an example of this; Casual Employee Scenario: Karl began his job at a seafood processing plant with a casual employment agreement. At first, he worked occasional shifts as they came up, sometimes on Mondays, sometimes on Wednesdays. However, the plant's needs grew, and since Karl was already trained for the role, he was asked to start working regular shifts from 8am to 4pm on Mondays to Tuesdays. Karl was pleased with the extra income and happily agreed to this change. He has now been completing this schedule for 3 months and there seems to be no change in his hours anytime soon. At this point Karl’s employment status has shifted from being a casual employee to a permanent part time employee as he has had regular shifts over a period of time. This means Karl now has additional employment rights such as leave entitlements. Karl needs to be switched from a casual employment agreement to a permanent employment agreement which outlines these new rights. There are also other types of workers with different requirements that need to be met, such as: Apprentices and trainees: For workers learning on the job and growing the skills they need to succeed. See more information here . Volunteers and studentships: For unpaid roles who are not employees and therefore not covered by employment law. See more information here . Triangular employment situations: Where three parties are involved in an employment arrangement. See more information here . Employment Linked to Visas (and Accredited Schemes) There are several food and fibre specific visas available to migrant workers. Some of these require employers to be accredited through government immigration schemes. These may include additional obligations and working conditions from the employer beyond the minimum requirements. For more information, see here . Tip! You should always check if a potential worker has the right to live and work in Aotearoa New Zealand prior to hiring them. Click here to find out more on Pay & Hours

Understand how to pay employees, including minimum wage rates, different pay methods, and allowable deductions. Get insights on setting working hours, providing breaks, and offering additional benefits to attract and retain staff. Find comprehensive guidelines on employee pay, hours, and breaks here. Pay & Hours How should I pay my employees and set their hours? See Below for Information on: Pay Hours & Breaks Employee expenses How do I pay employees? Minimum wage rates apply to all employees aged 16 and over and are reviewed each year by the government. There are three types of minimum wage: Adult minimum wage: For employees aged 16 years or older and are not starting-out or a trainee Starting-out minimum wage: For employees under 20 in specific situations Training minimum wage: For employees aged 20 or over and completing 60 credits of industry training. There are other ways to pay employees, such as piece rates (pay for a number of 'pieces' completed). However, employees paid per piece must still receive at least the minimum wage for each hour worked. You can find information on the three types of minimum wage here and the types of pay, allowances, paydays, and payslips here . It is also important to note that as an employer you are able to make deductions from an employee’s pay for specific requirements. See the IRD website here for more information. For employees who have opted into KiwiSaver, as an employer you are expected to make your own employer contribution to their KiwiSaver. More information on KiwiSaver can be found on the IRD website here . It's important to note that what you pay workers impacts their retention and job satisfaction. Constantly hiring and training staff as a result of employees leaving often result in higher costs overall for your business in lost productivity time. You can also provide additional benefits to your employees such as vehicles for personal and business use, petrol vouchers, and free food to attract and retain employees. Should you decide to do this, make sure you check what the tax implications of these benefits may be. Thinking about how you pay your employees is one of the first steps to attracting and keeping great people. Find out more information from the sector here (Beef and Lamb NZ) and here (Dairy NZ) on employee pay. What do I need to know about hours and breaks? Hours In your employee agreement, it's important to set the expected number of hours your employee will work each week (except for casual workers whose hours will vary). This should be no more than 40 hours, not including overtime, unless you and your employee agree on something different. Make sure to also include: the start and finish times the days of the week the employee will work. You can find more detailed information on working hours here . It's also a good idea to clearly outline any pay for any overtime or extra shifts in the employee agreement. Paying employees for working overtime or extra shift needs to be agreed to by the employer and employee and included in the employment agreement. Breaks Employees are entitled to breaks to help them work safely and productivity. They are entitled to rest breaks (10 minutes) and meal breaks (30 minutes). Break entitlement will differ depending on how many hours an employee has worked in one day. As an example, breaks for a typical 8-hour workday look like: Two paid rest breaks of 10 minutes each One unpaid meal break of 30 minutes each. For more information on breaks and how to calculate them, you can find more information here . Do I need to compensate for employee expenses? Employers often navigate employee expenses and allowances based on principles of fairness and good faith. While there are no strict rules, it is considered best practice for employers to clearly outline in employment agreements and workplace policies what expenses they will cover. Typically, this might include: mileage costs for necessary work-related travel, food and accommodation during such trips. uniforms may be provided as part of employee allowances. By clearly defining these elements, employers can create transparency and a shared understanding with their employees. For more detailed information, resources are available on Employment NZ here and Business.govt here . Click here to find out more on Leave & Safety

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

Finding and supporting the right individuals is crucial for retention, as many new employees leave within the first 90 days due to unmet expectations (Jobvite, 2018). It's essential to get the basics right from the start. Six steps outlined below illustrate a good hiring process to help find the right person and ensure a smooth experience, reducing turnover risk. Note that this chapter's information is not legal advice; consult a professional if uncertain. Attracting the Right Individuals How do I hire and onboard new employees so they stay longer? 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 ). So, it’s important you get the basics right from the beginning. To help communicate what a good hiring process looks like, six steps have been outlined in the diagram below which you could take to increase your chances of finding the right person. Following these steps can support a smooth experience for both you and the new employee, reducing the risk of them leaving. This chapter also refers to ‘candidates’. This is simply people who have applied for a job. Please note that 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. The 6 steps of hiring good employees 1 Preparing Why should an employee work for you? How do I communicate the job well? 2 Finding How do I write a job ad and gain interest? Where do I share a job ad? How do I hire migrant workers? 3 Assessing How do I choose who to interview? 4 Selecting How do I interview the candidates? How do I conduct a trial during an interview process? 5 Hiring How do I complete tests and checks? What are trials and probationary periods? How do I negotiate the employment agreement and pay? What Employment paperwork needs to be completed? 6 Onboarding Why should I onboard staff? What should I do to prepare for onboarding? What should I do on day 1? What should I do during week 1? What should I do in the first 3 months? View More Step One Preparing View More Step Two Finding View More Step Three Assessing View More Step Four Selecting View More Step Five Hiring View More Step Six Welcoming What does it look like? We have created some examples of what attracting the right individuals looks like at different levels of ability See Here Find more information and help here Some extra resources can be found below to check and further improve your recruitment and onboarding knowledge; Employment NZ: How to Hire (pdf) - A guide providing information about how to hire employees from the New Zealand government Business.govt.nz: Overview of the Hiring Process - A step by step and also visual guide to hiring from the New Zealand government Inland Revenue: First-Time Employers Guide - A guide on how to register as an employer with the New Zealand government Food and Fibre Skills Framework - A framework that can support the hiring process and guide you to describe skills at the right level, assess the skills people bring, and which skills might need to be developed on the job Resources for hiring disabled workers; Let’s level up: realising the potential of the disabled workforce - a report commissioned by the construction workforce development council that focuses on how to realise the potential of the disabled workforce. MSD: Lead Toolkit - A Toolkit to guide you through the process of employing disabled people/ Diversity Works NZ : Top tips for a respectful work environment for all abilities Whaikaha : A report that unpacks the factors that contribute to social exclusion of disabled people Click here for more information on Step 1: Preparing

Ensuring a Positive Employment Relationship. Maintaining a positive employment relationship involves several key areas; Having an understanding of policies and procedures, being able to identify problems in the workplace, resolving problems, ending employment and ethical employment. Understanding and implementing these practices helps foster a positive, productive work environment. For more detailed information on each area, refer to the comprehensive guidelines provided here. Preventing & Addressing Employment Problems How to make sure your employment relationship continues positively See Below for Information on: Policies & Procedures Identifying Problems in the Workplace Resolving Problems Ending Employment Ethical Employment What are policies and procedures? Policies and procedures explain the rules and expectations in the workplace, making sure everyone is on the same page. Policies: These explain the rules and expectations of employees. Procedures: These explain the steps or process of how something should be done. Having clear workplace policies and procedures benefits you in several ways: Sets consistent expectations: Everyone knows what is expected of them Prevents misunderstandings: Clear guidelines help avoid confusion Guidance for employees: Employees don’t have to guess what is expected of them. For example, a documented dress code helps new employees know what is acceptable to wear at work. While some workplace policies and procedures may be established through everyday working, putting them in writing makes it easier to enforce them and address any issues that arise. Written policies provide a clear reference point for both employers and employees. Here are some examples of workplace policies you might consider: Alcohol and drugs Anti-discrimination Anti-harassment (bullying) Code of conduct Discipline and misconduct Employment investigations Equipment, vehicles, and clothing Health and safety Leave Meals and breaks Internet and email Privacy Travel Attendance Grievance handling Social media Smoking Performance The number of policies and procedures needed by an organisation often depends on the employer size, with larger organisations often requiring greater and more detailed policies and procedures. This is because greater resources are available to write and implement them in larger organisations, and it can ensure consistent behaviour across a wide range of employees. Larger organisations could also consider a te ao Māori policy, Indigenous Intellectual Property Policy, koha policy, and tangihanga policy. This could all feed into a Māori strategy to attract and retain Māori employees while enriching your overall practices. You can find more information on policies and procedures here , along with a workplace policy builder tool from Business.govt here . How do I identify and prevent problems in the workplace? In the workplace, various issues with employees can occur. The way you handle these problems will depend on the specific issue and the people involved. All employment agreements must include a clear and simple description of how to resolve any problems that come up. This ensures everyone knows the process to follow. It's important for both employees and employers to record conversations in writing. This helps keep track of what has been discussed and agreed upon, making it easier to resolve issues fairly and transparently. Preventing employment problems The best way to handle employment issues is to prevent them from happening in the first place. Here are some simple practices to help with this: Communicate clearly: Take the time to ensure everyone understands what’s expected (see Workplace Wellbeing and Culture for more information) Foster a positive workplace culture: Create a culture where everyone shares responsibility for preventing and clearing up confusion and mistakes (see Workplace Wellbeing and Culture for more information) Raise concerns early: Address issues as soon as they arise to prevent them from becoming bigger and harder to solve Clear policies and procedures: Make sure workplace policies and procedures are easy to understand and well communicated Monitor performance: Use effective processes for setting and monitoring performance to keep everyone on track. See more information here . By adopting these practices, you'll create a more harmonious and productive workplace, making it easier to prevent and manage employment problems. How do I resolve workplace problems? There are processes to follow when working through employment relationship problems. Employers and employees should use these and try to resolve problems in a positive way. The way you solve problems escalates over time as more intervention is needed. Here's a high-level walkthrough: Resolving issues yourself When there is a problem, you should try and resolve it yourself before seeking outside assistance. This is often the quickest and most effective way to handle issues. You can find more information on how to navigate this here . Early resolution Early resolution is a free, impartial phone-based service to help you resolve a workplace issue quickly and informally provided by Employment NZ. It’s a great way to sort things out before they escalate. See more information here on what this service can offer you. Mediation Mediation is a voluntary, confidential, and safe way for employers and employees to discuss work-related problems with the help of an independent mediator. The Ministry of Business, Innovation and Employment offers a free mediation service for any employer with an employment relations problem. For more information on mediation see here . Disciplinary actions If misconduct occurs, disciplinary action can be carried out fairly by the employer. It's important to handle this properly, as failing to do so may give the employee grounds to raise a personal grievance. For more information on the disciplinary process, including steps to take and common mistakes, see here . What does ending employment look like? Employment relationships can end in various ways, such as resignation, retirement, dismissal, redundancy, and abandonment of employment. It is also important to consider how you handle an employee's final days working for you. Below lists some examples of what ending employment could look like. Resignation An employee can resign at any time by notifying you that they will be leaving and giving you their required notice period (agreed and written in the employment agreement). When notice has been given you should make sure it is the correct period that has been agreed. However, you can also agree to the employee not working the agreed notice period if needed. If an employee has resigned but later changes their mind, they can ask to withdraw their resignation. However, you do not have to agree to this. More information on resignations can be found here . Retirement There is no set age for retirement but the common age is 65 as this is when New Zealanders qualify for superannuation. When employees decide to retire, they will need to follow the normal process for resigning, and give notice to their employer. Dismissal An employer can dismiss an employee for a variety of reasons, but you must follow a fair and proper process to do so. See here for more information. Redundancy If you need to reduce or change your workforce, you can make employees redundant whose roles are no longer required. However, a fair process must be taken in these circumstances and often requires a lot of thought and effort to ensure it is done right. See here for more information. Abandonment of employment Another reason for ending employment may be when an employee abandons their job. This happens when an employee is absent from work for an extended period without explanation. You can find out more information and how to respond here . Last days of employment It's important to handle the end of employment thoughtfully. Here are some considerations. Recognition of service: Recognise the employee’s service by organising a farewell event or morning tea. This shows appreciation for their contributions. References: Your employee may ask for a reference, either verbal or written. Providing a reference can help them in their future job search. Collecting business property: Ensure all business property is collected, such as vehicles, phones, and tools. Exit interviews: Consider having an exit interview to discuss what worked well and what didn’t. This can provide valuable feedback. More information on this can be found in Workplace Wellbeing and Culture . Final pay: Ensure the employee receives their final pay on their last day or at the next scheduled payday. Final pay can be more complex than anticipated, but more information can be found here . How you send off an employee from your business is important. Not only does it improve their wellbeing by making them feel recognised for their work, but it can also enhance the reputation of your business. An employee may want to come back and work for you in the future because of the way they were treated in their final days. What is ethical employment? Today’s customers and investors expect businesses to treat their workers fairly, ethically, and sustainably. Ethical employment is important across the food and fibre value-chain, with many customers requesting proof of ethical working conditions. Being an ethical employer means following employment legislation and going beyond when necessary. More information on how to be an ethical employer can be found here from NZ Ethical Employers and here from Employment NZ. It’s crucial to note that migrant workers have the same minimum employment rights as workers in Aotearoa New Zealand. Recognised Seasonal Employer (RSE) scheme employers who do not follow these rights may receive a penalty for breaching employment standards. This will include a stand-down period, during which they cannot support visa applications. More information on migrant exploitation and how to report it can be found here . Click here to find out more on Training & Development

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

Using a buddy system supports new employees as they settle into their roles during their first weeks or months. It pairs an experienced employee (the "buddy") with a newcomer. The buddy answers questions, introduces the new team member to others, and shares workplace tips, offering ongoing support for personal or professional issues. This approach helps newcomers feel welcomed, trained, and part of the team, boosting morale, retention, and productivity. Buddy systems How do I support my employees from day one? See Below for Information on: Principles of a Buddy System Supporting Buddies Role of the Employer Steps Case Study Using a buddy system is a simple and effective way to support new employees as they settle into their roles during their first few weeks or months. A buddy system involves pairing an experienced employee (the "buddy") with a newcomer. The role of a buddy includes answering questions, introducing the new team member to others, and sharing tips on workplace practices to help them settle in. On an ongoing basis, a buddy can be someone who provides support to raise personal or professional issues. By pairing them with an experienced colleague, you can help them feel welcomed, get trained up, and feel like a part of the team from day one. This approach can boost morale, improve retention, and boost overall productivity. This system works best for people who are new to the business, particularly for younger workers or those making a career change. A good buddy would be a trusted person that has been in the new person’s role before (typically two to five years further in their career). Buddy System Benefits Improves your onboarding process Faster integration into your culture Improved learning and development Ongoing support and identification of issues Increases the likelihood of new hires staying on What should I keep in mind when setting up a buddy system? Clarity: Ensure both the buddy and the new employee understand the purpose and expectations of the buddy system. Have an agreed timeframe for the formal buddy relationship. Compatibility: Pair buddies who will work well together and have compatible personalities, workstyles and work in the same area. Support: Provide buddies with the tools and resources they need to be effective Flexibility: Be open to feedback and willing to adjust the buddy system as needed. How can I support buddies to succeed? Training materials: Here is a guide you can use outlining how to be an effective buddy. My role as a buddy To welcome your new workmate and help them settle in as smoothly as possible. To create a memorable and positive experience for your new workmate. To get them up to speed with the basics of getting around as soon as possible. Principles for buddies Be approachable and responsive Make sure your new workmate knows they can come to you with any questions or concerns. Be inclusive Make sure to include your new workmate in team activities and events, and help them feel like a part of the team. Be patient and understanding Remember that starting a new job can be overwhelming, and be patient with your new workmate as they adjust to their new role. Encourage and praise If they’ve done a good job, say it. Make sure to encourage your new colleague when they do well. Be a mentor Share your experience and knowledge, and help your new workmate grow in their role. Be a friend Building a positive relationship with your new workmate makes their transition more enjoyable and will be beneficial for both of you. Buddy system checklist: A list of tasks and topics for buddies to cover with newcomers. Day one Meet new joiner, give them a tour, including toilets, kitchen, lockers. Help them navigate any administrative processes. Show them where to get tea/coffee/eat lunch. Introduce the new joiner to other team members. Invite the new joiner to have lunch with you. Provide a brief overview of the business culture, values so they know what to expect. Share a bit about your personal experiences and insights about working at the business / in the industry. Week one If possible, coordinate shifts on the same days / times as the new joiner so you can be a familiar face. Set up informal check-ins. Provide an overview of the new joiner's team: other team members, roles, and responsibilities. Have the new joiner shadow you to get the hang of new tasks. Week two - four Be available for spur of the moment questions. Continue to introduce the new joiner to other team members. Provide the new joiner with resources and materials to support their learning and development, such as training manuals or best practice advice. What’s my role in a buddy system as an employer? Trainer: Ensure buddies know their role as a buddy and are supported with training materials and a buddy checklist. Introductions: On the new employee's first day, introduce them to their buddy. From there, the buddy can give them a tour, introduce them to colleagues, and help them get set up. Escalation: Be available for support when issues or questions arise that need to be escalated beyond buddy assistance. Feedback: Ask the new joiner and buddy how the system is working and use feedback to improve the process. What steps can I follow to implement a buddy system? Assess suitability: Consider if a buddy system would suit the size and working style of your team. Select suitable buddies: Choose employees who are well-suited to be buddies. They should be experienced, approachable, and willing to take on the responsibility. Ensure they understand the importance of their role. Communicate expectations: Clearly articulate what you expect buddies to do. Provide them with specific responsibilities, this will help them perform their role effectively. Provide training and resources : Provide the buddy with a Buddy system checklist to guide them through their tasks. Adjust workloads: Temporarily adjust the workloads of both the new employee and their buddy to accommodate ‘buddy time’. This might involve reallocating tasks or providing additional support to ensure that primary job responsibilities are not neglected. Facilitate introduction: Ensure that the introduction between buddies and their assigned partners is smooth. Arrange initial meetings and encourage them to establish a rapport early on. Establish a feedback mechanism: Keep track of how the buddy system is functioning. This could be through surveys, or one-on-one meetings. Regularly review this feedback to identify areas for improvement. What does this look like in real life? Sam is the newest worker at the dairy farm he has just joined as a milker. He got hired recently to help with the busy season - the team is currently in the midst of calving. Clocking long days and early starts in the midst of winter is starting to take a toll on Sam, throwing off his normal positive attitude. The challenge Working on a dairy farm can be tough and often lonely work. Early morning shifts mean that he doesn't get to see his friends often in the evenings, as he has to go to bed early. Sam is learning how to do new tasks , and learning how to manage his time efficiently. Buddy support response The buddy system means Sam has a mate to share the load with and someone who looks out for him on the job. His buddy shares tips for shift work. At the end of the day, Sam and his buddy have a regular check-in. They talk about what they accomplished, plan for the next day, and make sure neither of them is feeling overwhelmed. If one of them is, they discuss ways to adjust the workload, prioritise jobs, or find additional support. When Sam joined, most of the team was very busy and feeling stressed - which was not very approachable. The owner of the farm temporarily decreased the workload for Sam’s buddy so that he had enough time to support Sam. Having a go-to person to ask questions was helpful, and Sam didn’t feel like a bother asking questions because his buddy made it clear that he had time, and was there to help Sam get settled into his daily tasks. He could shadow his buddy to learn how to do tasks. Where can I find out more about Buddy systems (external)? Immigration NZ - Wellbeing in the workplace link here - buddy systems for migrant staff Indeed - Career development and Buddy systems link here Click here to find out more on Case Study Examples

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 (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. For school leavers who have limited job history, doing a reference check with a teacher can be a good substitute. 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 . 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 signing an employment agreement. 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

Clear and effective communication ensures everyone is aligned and working towards the same goals, improving job performance and workplace satisfaction. Good communication maximises the impact of your policies and processes, whether compliance-related or enhancing the employee experience. Employees want to be heard and see action taken. Communications How do I get messaging across to employees? See Below for Information On: Communication Principles Delivering Communications Communication Channels Case Study Whether you're managing production, or working with distributors, clear and effective communication ensures that everyone is on the same page, working towards the same goals. Simply put, good communication helps people do their jobs better and makes workplaces more satisfied and productive. Good communications helps you maximise the impact of your policies and processes (see Your Obligations as an Employer for more information). Whether it’s something compliance related that protects you as an employer, or some guidance that will improve an employee’s work experience, people need to know what you expect of them so they can act accordingly. Employees want their employers to listen to them, and most importantly to take action. Two out of three employees feel their voice is not listened to in some way by their manager or employer, which may have a negative impact on turnover#. The costs of bad communication are: People make avoidable mistakes, and need to re-do jobs - wasting their time (and your money) Delays occur and deadlines are missed Managers can’t lead their teams well, when they don’t understand what is expected of them and their teams A lack of buy-in or understanding around change People are afraid to ask for feedback, which stunts personal and professional growth. What should I keep in mind when thinking about communicating with employees? Clarity: Make sure your messages are clear and easy to understand. Avoid using complicated words or industry jargon. Consistency: Keep your communication consistent. This helps avoid confusion and ensures everyone knows what to expect. Listening: Communication is a two-way street. Make sure you're not just talking, but also listening to what others have to say. Show that you value your employees’ input by asking for their perspective too. Acknowledge their concerns and work together to find a solution. Respect: Always communicate with respect. Treat others the way you want to be treated. Try to avoid raising your voice. Timeliness: Share information in a timely manner. Don’t wait until the last minute to communicate important updates. Make sure your audience has enough time to read and respond if needed. Remember everyone is at a different stage in their career. What is second nature to experienced farmers, growers, foresters, and fishers may not be for everyone on the team. A task that may seem simple to you might not be for someone else. When the pressure is on, it’s easy to forget that. Be thoughtful of others and their skill level and ability. Note: Reading and Maths Everyone is at a different stage in their journey reading, writing and doing sums. Some people are not confident in reading and doing maths. Adjusting your communications to meet the needs of your employees will ensure the best outcome. How do I deliver communications with impact? KNOW: What’s the most important point? This should be communicated first. Tell the truth: if you don’t know something, say so. If it won’t happen until October, say that. If you have a really difficult message to deliver, ask someone you trust for advice on how to put it. THINK/FEEL: Put yourself in your audience’s shoes - if you want your communication to hit home, you need to understand how it will feel to receive it. DO: What do you want people to DO with the information? Do they need to complete a survey? Do they need to speak to colleagues? Do they need to give you feedback? Tell them. What does good communication look like in reality? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. *A pulse survey is a short, quick survey that you send out regularly to see how your employees are feeling - to ‘check the pulse’ of the employees as a group. It’s designed to be simple and easy to complete, usually taking just a few minutes to fill out.You can set up a pulse survey in about ten minutes using Google Forms here or an equivalent, using the 3 example questions included below. Consider collecting responses anonymously - employees tend to be more open and honest this way. You can share the link with your employees via email or group chat message and get them to fill it out. Some questions to ask could include: 1. How are you feeling at work recently? Multi-choice response options: Very Happy, Happy, Neutral, Unhappy, Very Unhappy 2. Do you feel supported by your team and manager? Multi-choice response options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree 3. Is there anything we can do to improve your wellbeing at work? Open-ended response These questions can help you gauge overall mood, the level of support employees feel, and gather specific suggestions for improvement. Exit Interviews Consider having a quick sit down with an exiting employee to find out what went well and what didn’t during their time working with you. If you don’t feel comfortable doing this yourself, opt for a trusted individual (e.g someone else in the business, or a trusted person to the individual) or get them to write down their thoughts. You’ve got nothing to lose by asking, and this helps you be better going forward. Common themes that come up in exit interviews can help you spot ‘work-ons’, areas that you can improve in. What does this look like in real life? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. My work day looks like: I often work on boats offshore in small teams. Between navigational duties, record keeping and general fishing operations, there are a lot of things to juggle on a shift, it can be quite stressful. This is a high risk environment - there's equipment hazards, fatigue and long hours, and harsh winter conditions. Today, someone accidentally cut themselves on the deck. There are Health & Safety protocols that I need to know to follow to log a Safety or Emergency Response. We divide roles and tasks each shift and need to know who is doing what - We circle up at the beginning and end of the shift to clarify this. It's super important to understand roles and responsibilities each shift, as well as details like when we have to be back docked at HQ, who is doing what on the boat. Where are some more external resources I can use? Even though the following resources may have been developed by a particular industry, the principles are relatable more widely. Team communication - Dairy NZ link here Team communication for farm businesses, including constructive feedback checklist - AHDB UK link here Effective communication on farm - Stockfeed link here Click here to find out more on Buddy Systems

As an employer in the food and fibre 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 food and fibre 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 food and fibre sectors. 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, particularly in the food and fibre sector. 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 students pursuing studies in agriculture, horticulture, forestry, and other food and fibre sectors (e.g. Don Hulston , MPI On Farm Support , Lincoln University Foundation ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. Industry bodies such as DairyNZ , NZ Pork and Horticulture New Zealand offer scholarships for studies related to their specific industries The Ministry for Primary Industries has a handy list of scholarship opportunities available in the food and fibre sectors linked here . 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. What are the additional support mechanisms? Industry Training Organisations (ITOs): ITOs like Competenz and Primary ITO provide tailored training programs, resources, and sometimes financial support to help employers develop their workforce. Professional development programs: Many industry associations offer professional development programs and workshops, often subsidised or at a reduced cost for members. Click here to find out more on Case Study Examples

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