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

Having spent many years in the food and fibre sector, we know the value of our dedication and hard work. Our sector is the backbone of our economy, and without our workers, we wouldn't be able to produce the food and fibre that keeps Aotearoa New Zealand's economy going and growing. That’s why we’re deeply invested in addressing our employee retention issues, and why you should be too. Why invest in your people Tēnā koe, Having spent many years in the food and fibre sector, we know the value of our dedication and hard work. Our sector is the backbone of our economy, and without our workers, we wouldn't be able to produce the food and fibre that keeps Aotearoa New Zealand's economy going and growing. That’s why we’re deeply invested in addressing our employee retention issues, and why you should be too. At Food and Fibre Centre of Excellence (CoVE), our research found that retention rates of new employees during their first 12 months of employment are low across many sectors, but the food and fibre sector performs far below average. We discovered some key driver of employees leaving were; Employees experiencing challenges with their mental health, Employees expectations of work not aligning with reality, and; Poor employee and manager relationships. To help food and fibre employers address these challenges, we have created this toolkit to support employers to improve job satisfaction for employees and keep the right individuals in roles. Replacing an employee can be costly—around 30% to 200% of an employee's annual salary to cover recruitment expenses, lost productivity, and training time for a new hire. Furthermore, failing to meet your obligations as an employer can lead to legal troubles, adding even more cost and effort. Keeping an employee for more than a year can significantly reduce these costs. Satisfied workers are more productive which directly improves financial performance and the quality of our work. So, keeping our workers more satisfied isn’t just the right thing to do—it’s essential for our business. Creating a respectful and inclusive environment is a priority across the sector. Encouraging te ao Māori to be a part of your workplace can be pivotal in this journey. Approximately 1 in 5 of our employees have whakapapa Māori, and this number continues to grow. Our toolkit offers guidance in incorporating some elements of te ao Māori into everyday work, which aims to enhance relations with Māori employees, keep our Māori workforce, and enrich our overall practices. I hope this toolkit serves as a valuable resource, offering practical advice to improve employee retention. By investing in our workers, we invest in the future of our food and fibre sector. Nāku noa, nā, [image] Paul Hollings Food & Fibre CoVE General Manager Get Started More Information on the Project

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

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

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

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

Feedback survey draw Terms and Conditions Standard competition terms and conditions These terms, together with any entry information and/or additional terms and conditions specified by the Food and Fibre Centre of Vocational Excellence (Terms) apply to each competition (Competition) where Food and Fibre Centre of Vocational Excellence (Food and Fibre CoVE) states that its standard competition terms apply. These Terms are a contract between each entrant (you) and Food and Fibre CoVE. Term: The Competition starts and finishes on the dates specified by Food and Fibre CoVE at the time of entry. If your entry is received outside of this period you may be disqualified. Prize: The prize(s) for the Competition (Prize) are not transferable or redeemable for cash and all components of the prizes must be taken together. Some or all components of the prizes may be subject to availability, as well as additional terms and conditions set by third parties. 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Number of entries: Unless otherwise specified, you may only enter the Competition once. Winner: Unless otherwise specified, the winner(s) of the prize will be drawn randomly from one prize pool comprising all valid entries on the date specified by Food and Fibre CoVE at the time of entry. Where there are multiple prizes, entrants will not win more than one prize. Where the winner is not determined by a random draw, all judging decisions are made at the Food and Fibre CoVE's sole discretion. Contacting the winner: The winner of the Competition will be announced after determination. Food and Fibre CoVE will take reasonable steps to contact the winner by using the contact details provided at the time of entry. If Food and Fibre CoVE cannot contact a winner within one week after the winner is announced or if the winner is otherwise unable to accept the prize, then the winner will forfeit the prize and Food and Fibre CoVE may select a new winner. 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Without limiting the previous sentence, Food and Fibre CoVE is not responsible for any late, misdirected or incorrectly completed entries, or any technical malfunction, delay or loss of data that occurs in the course of the administration of the Competition, however caused. General: Food and Fibre CoVE's decisions regarding the Competition are final and no correspondence will be entered into. Food and Fibre CoVE may change these Terms at any time.