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

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

Having a strong welcoming / onboarding process is crucial to retaining employees. The first three months on the job are essential as a poor welcome can be a strong motivator for new hires to leave. Why should I onboard new employees? What should I do to prepare for onboarding? Step 6: Welcoming (onboarding) How do I welcome new employees? See Below for Information on: Benefits of Onboarding Preparing for new employees Day One Activities Week One Activities First Three Month Activities Having a strong welcoming process is crucial to retaining employees. The first three months on the job are essential as a poor welcome can be a strong motivator for new hires to leave. Why should I onboard new employees? Welcoming new employees is important for several reasons: Smooth Transition: It helps them quickly get used to the way you do business and who their teammates are Role Clarity: Good onboarding helps new team members understand their role and what is expected of them Training and Productivity: Accurately training employees on their tasks boosts productivity and overall job satisfaction Workplace Culture: A good onboarding process makes the new employee feel welcomed into your workplace culture, enhancing their wellbeing at work. By focusing on how the employee feels about their work and how integrated they are into the workplace, you can significantly boost the chance of them staying with your business longer. How should I prepare to welcome new employees? Before your new employee arrives, it's important to inform your team and prepare for the welcoming process. This includes setting up a buddy system, which you can read more about in Workplace Wellbeing and Culture . Here are some steps to take during this phase: Inform Current Employees: Let your team know about the new arrival and what their role will be Identify a Buddy: Choose a buddy for the new employee who can help them settle in Prepare the Buddy: Provide the buddy with checklists of what needs to be completed and the expectations of their role Schedule Training and Induction Sessions: Organise any necessary training and induction sessions to help the new employee get up to speed. What should I do on day one? An employee's first day should be relaxed while focused on setting them up with the right information and letting them get to know the team. While welcoming plans will differ from business to business, some suggested activities are listed below: Manager Responsibilities Meet and Greet: Meet the employee at an agreed location and time on their first day. Depending on how you conduct your welcomes, a mihi whakatau or a pōwhiri may be an appropriate way to welcome your new employee. For more information see Māori Cultural Confidence Introductions (whakawhanaungatanga): Introduce the employee to the team and their buddy to build connections and relationships Complete Paperwork: Finalise any outstanding paperwork (see above for more information) End-of-Day Meeting: Schedule a brief meeting at the end of the day to address any questions or concerns. Buddy Responsibilities (or other responsible person) Tour: Give them a tour of the grounds or facilities Policies and Procedures: Go over key business policies or procedures Health and Safety: Provide a health and safety briefing Training and Induction: Deliver scheduled training and induction sessions for their role Equipment Setup: Ensure the new employee has all the right equipment. What should I do on week one? The first week should build on the activities of day one, ensuring the new employee feels welcomed and comfortable with their role and expectations. Here are some suggestions: Manager Responsibilities End-of-Week Meeting: Schedule a meeting at the end of the week to discuss the employee's progress and any challenges they might be facing. Allow time for the new employee to provide feedback and address any questions or concerns. Buddy Responsibilities (or other responsible person) Training and Induction: Complete any scheduled training and induction sessions for their role Tool and System Familiarity: Ensure the employee is comfortable using all necessary tools and systems Shadowing Sessions: Set up shadowing sessions where the new employee can observe their buddy or a colleague to learn about day-to-day tasks Planning: Set a plan for the following months to ensure the employee is confident in their role. What should I do in the first three months? The next three months builds upon the activities of week one to ensure the new employee is confident in their role, understands what is expected of them, and delivers to the best of their ability. Here are some suggested actions: Manager Responsibilities Skill Development: Identify areas where skill development is needed and build a plan to address this. See Training and Development for a step by step process of how to effectively do this Setting Expectations: Set clear expectations for the role and performance moving forward. Buddy Responsibilities (or other responsible person) Regular Check-ins: Conduct regular check-ins to ensure the employee is fitting in well Ongoing Training: Continue delivering training and induction sessions as needed Skill Assessment: Test the employee's ability to operate tools and equipment if necessary. Click here to find out more in our Case Study Example

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