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

Below are examples of two different employees who are navigating training and development with support from their employers. Case Study One: Jane, Organic farming - School Leaver doing an Apprenticeship. Case Study Two: David, Career Changer What does good training and development look like? Below are examples of two different employees who are navigating training and development with support from their employers School Leaver & Apprenticeship Career Changer Case Study One: Jane, Organic farming - School Leaver doing an Apprenticeship After leaving school, Jane took on an apprenticeship role in an orchard where she worked and studied to gain her New Zealand diploma in horticulture. Over several years, Jane’s skills improved and her technical knowledge developed. This led Jane to be promoted to leading hand after three years in the industry. Jane enjoyed being part of a cohort, and having inbuilt mentors in her trainers. She appreciated having her work on the job acknowledged through the apprenticeship assessments. Jane's apprenticeship was funded through a combination of government grants, industry grants, and employer support. The government provided financial support as part of a program aimed at encouraging young people to enter the food and fibre sector, covering a significant portion of her tuition and training costs. Additionally, her employer contributed to her funding by offering a stipend and covering expenses related to on-the-job training, ensuring that Jane would focus on gaining valuable skills without the burden of financial stress. The industry body provided several small grants to support Jane and also connected her in with other trainees in her region, and local industry events. Jane’s employer supported her through: Supporting the training and assessment infrastructure required to deliver a NZ Apprenticeship. Making sure Jane’s work and studies were related and practical. Sharing industry grant/scholarship opportunities with Jane. Connecting Jane, where appropriate with other apprentices in the region. Recognising Jane’s improved skills and promoting her accordingly. Case Study Two: David, Career Changer David, a mid-career professional with a background in project management in the logistics industry, decided to pursue his passion for animal care by transitioning into shepherding. While his previous role involved significant organisational and communication skills, David recognised the need to gain sector-specific knowledge and certifications to succeed in his new chosen field. Identifying Transferable skills: David’s employer started off by identifying his transferable skills, which include project management, communication, problem-solving and leadership. Identifying Skills Gaps: David’s employer helped him to identify several key areas where he lacked specific knowledge and skills necessary for being a shepherd: Animal Health and Welfare, Farm Management, and the Regulatory Compliance knowledge needed to work with livestock. Filling the Skill Gaps: To address these gaps, David took the following steps: Sector-Specific Courses: NZ Certificate in Primary Industry Skills: David enrolled in a comprehensive certification program that covered essential topics such as animal nutrition, breeding, health management, and welfare standards. On the Job Learning: David learned to operate a tractor, guided by his work ‘buddy’ assigned to him on day one. Practical Experience through Buddying: David arranged to buddy with experienced shepherds. This allowed him to observe best practices in daily operations. Mentorship: David’s employer set him up with a mentor (through his catchment group contacts) in the sector who ten years ago also changed careers into shepherding. This mentor provided guidance, advice, and support throughout his transition. The employers role David’s employer supported him through… 1. Skill gap identification 2. Financial Support for Training tuition reimbursement providing paid training leave 3. Practical Experience: Job Shadowing Opportunities (with a buddy) On-the-Job Training (with a buddy) 4. Flexibility and Encouragement: Allowed David to have a flexible work schedule so he could prioritise training Provided a supportive environment to learn 5. Mentoring and Networking: Assigned him a Mentor Click here to find out more on Attracting the Right Individuals

Download your copy of the printable Toolkit, designed for New Zealand's Primary Industry Employers, Managers and Supervisors Printable Toolkit Download your copy of the printable Toolkit Download and print the Toolkit, providing you with unlimited access even when you are offline. Click the Toolkit image to download. Food and Fibre Employer Toolkit PDF Interested in just one chapter? Access below Click on each Chapter Toolkit image to download. Attracting the Right Individuals Toolkit Māori Cultural Confidence Toolkit Workplace Wellbeing & Culture Toolkit Mentorship and Coaching Toolkit

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

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

External resources on Workplace Wellbeing and Culture, including Social Networks for Youth and Women, Communications, Buddy systems. More Information and Help External resources on Workplace Wellbeing and Culture This section includes links to some resources that will support your in better understanding workplace wellbeing and culture. Wellbeing Mental Health Foundation: Te Whare Tapa Whā - A Māori wellbeing model and resource website Ministry of Health: Te Wheke - Another Māori model of health Mental Health Foundation - A key website and resource for mental health in New Zealand A-OK NZ: Be a Mate - A forestry centric mental wellbeing and suicide prevention programme Dairy NZ: Wellbeing - A wellbeing resource for the dairy sector Young Farmers: Get Support - A resource for youth farmers on mental health support Beef + Lamb: Wellbeing Support - Wellbeing support available for farmers Horticulture NZ: Safety and Wellbeing - Resources and information on supporting safety and wellbeing in horticulture First Mate: Wellbeing: A seafood and aquaculture resource on wellbeing Farmsalus: Resources for Rural Professionals and Farmers (pdf) - A resource on mental health and wellbeing Rural Support: Health and Wellbeing - Resources and advice on wellbeing Social Networks for Youth and Women NZ Young Farmers - A place to meet new people and connect with rural communities Young Fish - Networking group for young people in the seafood industry The Food & Fibre Youth Network - A network for young people in food and fibre Future Foresters - A community for young foresters Dairy Womens Network - A network for women in dairy Rural Women New Zealand - A community and network for women in rural work Women in Horticulture - Empowering women within the horticulture sector NZ Women in Wine - Supports women to reach their full potential and progress their careers Communications The following resources are developed by particular industries but can be applied across the sector Dairy NZ: Team Communication - Information on good communication AHDB: Communication for Farm Business (UK) - Information on what good communication looks like in a business on a farm Sharpes: Effective Communication On-Farm - Advice on clear communication Buddy Systems New Zealand Immigration: Worker Wellbeing - Use of buddy systems for migrant staff Indeed: Creating a Workplace Buddy System - Information and advice on implementing buddy systems Click here to find out more on Elements of Wellbeing

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.

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

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

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

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

It is understandably overwhelming to find the right types of training, development, and learning for your business. Below is an overview of the common formats and an outline of the benefits and challenges. We have also collected a range of resources with more detailed information for you to access starting from more informal and moving to more formal and institution-based options. Actions to Take What opportunities are out there for training and development? See below for information on: Simple Practices & Steps Informal Semi-Formal Formal Continuous Professional Development What simple practices can I implement to improve my approach to training and development? Here are a few simple steps that will help you and your employees get on the same page around training and development expectations. Consider what goals your business has and what skills and capabilities you need in your team. Are you meeting your minimum requirements? Do you want to do something new in the future? Do you have weaknesses you want to improve? Do you want to improve efficiency? Identify what training and development goals you think apply to each area of your business and the employees working in those areas. If you want to hire new staff and promote a current employee to a supervisory role, a goal may be to strengthen that employee’s leadership and people management skills. If you want to improve the quality of pruning by orchard staff you could set a goal to have improved confidence and quality of pruning in your orchard/vineyard team in 12 months. Work with your employee to assess their training and development needs. Be transparent about business goals and the skills and capabilities needed to meet these. Discuss how they currently could meet those and / or how they could upskill to meet them. Explore their career goals and how opportunities could align to these. Explore training and development options with your employee and together come up with a plan that aligns to business goals. Support your employee to carry out their training and development plan, and monitor the results. Ensure your employee has the right resources to complete training and development. Check in with your employee on progress frequently. As appropriate, conduct a year end review. As needed, update the plan to reflect new business priorities, changing skills and capabilities of your employees, and new career opportunities. It is understandably overwhelming to find the right types of training, development, and learning for your business. Below is an overview of the common formats and an outline of the benefits and challenges. We have also collected a range of resources with more detailed information for you to access starting from more informal and moving to more formal and institution-based options. Types of training and development Informal learning is learning that happens outside the classroom environment, often on the job or in informal settings. Examples include on-the-job training through buddying with a more experienced worker, guidance via a mentoring system, self-education, ‘school of hard knocks’ through multiple years of doing the job. Formal learning is learning that takes place through a formal training provider and results in a registered qualification in the NZ Qualifications Framework. Semi-formal learning includes compliance training, industry-developed (such as market-led assurance scheme) certified, badging and seals along with industry-recognised and purchased vendor training credentials not registered on the NZ Qualifications Framework but some may have acknowledged equivalence by formal training providers (e.g., towards specified or unspecified credits against a formal qualification). What is informal training and development? On the job training: Employees learn by doing, usually under the supervision of experienced colleagues or supervisors or via a buddy (see Workplace Culture and Wellbeing) Benefits: Cost-effective, practical, and directly relevant to daily tasks. Challenges: May lack structure, consistency, and recognition. Mentoring and Coaching (see Mentorship and Coaching ): Experienced staff (or external mentors/coaches) guide less experienced ones, providing advice, support, and feedback. Benefits: Personalised, builds strong relationships, fosters a culture of continuous learning. Challenges: Time-consuming, dependent on the availability of skilled mentors. What is semi-formal training and development? Industry Workshops and Short Sessions: Short-term, intensive training sessions focused on specific skills or knowledge areas - mostly externally provided. Benefits Interactive, up-to-date information, opportunities for networking. Challenges: Limited scope, may not address all the needs of the workforce. Providers: Industry Bodies such as Beef + Lamb NZ, DairyNZ, HortNZ, NZ Institute for Primary Industry Management. Industry Online Courses and Webinars: Digital learning modules and live or recorded webinars covering various topics. Benefits: Flexible, accessible, and often cost-effective. Cons: Requires self-discipline, may lack hands-on experience. Providers: Industry Bodies such as Beef + Lamb NZ, DairyNZ, HortNZ, NZ Institute for Primary Industry Management. Micro Credentials: Short, focused educational programmes designed to provide learners with specific skills or knowledge in a particular area. See database of food and fibre micro-credentials here. Benefits: Targeted skill development, cost-effective, time-efficient, boosts employee satisfaction and retention, helps adaptability. Challenges: Limited scope, variable quality and recognition of credentials. Providers: PrimaryITO, QCONZ, Fruition, UCOL, EIT, Dairy Training Ltd (on Behalf of PITO), etc. What is formal training and development? Work-integrated Learning through Vocational Education and Training: Programmes that validate competency in particular areas (e.g., pesticide application, animal welfare). Benefits: Recognised standards, enhances credibility and strong proficiency gained. Learning is linked to the work environment and a trainer works with the employer to deliver and assess training. Challenges: Can sometimes be costly, time-consuming, and require extended commitment from both the employee and employer. Providers: Te Pūkenga, Primary ITO, Various Polytechnics and Private Training Establishments. Apprenticeships: Structured programs combining practical work with theoretical learning, leading to formal qualifications. Benefits: Comprehensive, supports skill development, often subsidised by government programs. Challenges: Longer duration, requires commitment from both employer and employee. Providers: Te Pūkenga and some private training establishments (PTEs) support work-based training (including apprenticeship training). The Tertiary Education Commission (TEC) provides a complete list of apprenticeships and providers in the New Zealand Apprenticeships Register. Food and Fibre CoVE have developed a degree-level apprenticeship framework for the sector which is in development here . Higher Education and Research-Based Training (Degrees, Masters, PhD): Formal minimally or non-work-integrated education programmes offered by universities, whare wānanga and polytechnics. Ranging from certificates, diplomas to bachelor’s and postgraduate degrees. Benefits: In-depth knowledge, research opportunities, recognised qualifications.Some will be flexible to deliver online and/or part-time. Challenges: Expensive, time-intensive, may be less practical to real working environments. Some require in-person attendance on campus. Providers: All Universities, most polytechnics, and most whare wānanga. Universities (AUT, Lincoln University, Massey University, University of Auckland, University of Canterbury, University of Otago, University of Waikato, Victoria University of Wellington). Polytechnics (Te Pūkenga) Whāre wānanga (Te Wānanga o Aotearoa, Te Wānanga o Raukawa, Te Whare Wānanga o Awanuiārangi) What is continuous professional development (CPD)? This covers all types of training and development; informal, semi-formal and formal Professional Development Programs: Ongoing training opportunities to enhance professional skills and knowledge (e.g., workshops, short courses, conferences) usually associated with a vocation or professional members group. Find out more information on the following sites: E Tipu, Fieldays, MPI Conferences and Events page. Benefits: Keeps skills up-to-date, promotes lifelong learning. Challenges: Requires ongoing investment of time and resources. Leadership Programmes: One off courses to enhance leadership skills. These include: Rural Leaders’ Kellogg Rural Leadership Programme linked here, Agri-Women's Development Trust It’s all about YOU programme linked here Benefits: Networking, increases skills and knowledge around tools for leadership. Challenges: in-person attendance requires time off work, and potential travel can be costly. Providers: Rural Leaders,Agri-Women’s Development Trust. Note: Rural Leaders is working on a toolkit specifically on leadership in the sector Click here to find out more on Financial Support