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

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 are two illustrative examples of mentoring and coaching. They are not intended to represent any individual, organisation or industry. Mentor Coach Mentor Needs Addressing Excelling Jordan, a senior carpenter, is mentoring Brooklyn, a new apprentice. 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 carpentry and construction. 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 quantity surveying, 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 building site, 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 building site supervisor, to improve their team communication skills. Alex schedules regular sessions with Jesse, where he uses active listening to understand Jesse's concerns and challenges. Alex guides Jesse in setting specific, achievable goals, such as daily stand up toolbox meetings, 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

Creating a happy and healthy workplace is important to ensure the job satisfaction of your employees. When our employees feel good and the work culture is positive, everyone benefits. A supportive and friendly workplace doesn't just increase job satisfaction—it also boosts productivity and keeps your team motivated and committed. Having a strong workplace wellbeing and culture presence can help you on this journey. Elements of Wellbeing How can I create a positive environment that boosts job satisfaction? See below for information on: Workplace Wellbeing Mental Wellbeing Physical Wellbeing Cultural Wellbeing Social Wellbeing What is workplace wellbeing and culture and why does it matter? Wellbeing includes different parts of a person's life that affect their overall health and happiness. This means that things happening outside of work can greatly affect how employees feel and perform at work. The following sections explore how these factors influence workplace wellbeing to help you consider practical tips and tricks for building a positive and healthy work culture. Each aspect of this is important as part of the whole. All are needed to support employee job satisfaction, productivity, and wellbeing. What is workplace wellbeing? Creating a positive workplace culture can set a business up for success. A positive culture not only attracts and retains skilled workers but also boosts productivity and job satisfaction. Workplace culture is the shared values, beliefs, and behaviours that shape how people interact and work together. It's about creating an environment where everyone feels valued, respected, and motivated to contribute their best. When building your workplace culture, see below some principles to keep in mind. Inclusivity and respect : Create an environment where everyone can feel included and respected. Recognise and celebrate different backgrounds and perspectives. Communication : Encourage open and honest communication. Make it easy for team members to share ideas, feedback, and concerns. Shared values : Clearly define and communicate the core values that guide your business. Ensure these values are reflected in everyday actions and decisions. Employee wellbeing : Give importance to wellbeing factors from outside of the workplace: the physical and mental wellbeing of your team. Provide resources and support to help them do well both at work and in their personal lives. Recognition and reward : Acknowledge and appreciate the hard work and achievements of your employees. Celebrate successes, both big and small through activities such as morning teas, and employee of the month awards. Tip! Different people value different things in a workplace - make sure to have a conversation with team members about how to develop the culture in a way that suits them. How do I build a positive workplace culture? Building a positive workplace culture Acting in good faith as an employer is outlined at Your Obligations as an Employer and on the Employment NZ website here. Beyond meeting these legal requirements, employers can take additional steps to create a positive workplace culture. By putting in effort to go above and beyond the legal requirements, you’ll have an environment where employees feel more valued and supported. This will help reduce the likelihood of them leaving for reasons within your control. The workforce demographic is changing fast, with younger generations preferring flexible learning and working environments, as well as having a say in their work processes. Here are some tips and tricks employers can implement to meet these evolving expectations. What are some practical steps I can take to support workplace wellbeing and culture? 1. Workplace Wellbeing Assess workplace culture: Start by asking your employees what they believe makes a good workplace culture. Understanding their perspectives can help you tailor initiatives that resonate with your team. Consider how elements of te ao Māori can enhance the workplace culture, see Māori Cultural Confidence for more information. Foster a positive environment: Create a workplace atmosphere that is supportive, respectful, and positive. Encourage teamwork and collaboration, and address any issues of conflict quickly and effectively. 2. Mental Wellbeing Put on your lifejacket first: Ensure you are looking after your own mental health, as leadership sets the tone for the entire organisation. Look out for others: Get to know how your staff view mental health, it may look different to different people. Encourage your staff to prioritise their mental health as well. Consider enrolling in a Mental Health First Aid course to better support your team. 3. Physical Wellbeing Health and safety obligations: Ensure you are complying with Worksafe NZ’s website here for health and safety guidelines. Enhance physical wellbeing: Think about ways you can go above and beyond minimum health and safety requirements to prevent burnout or injury. 4. Cultural Wellbeing Celebrate cultural diversity: Get to know your employees' cultural backgrounds and encourage them to share aspects of their culture with colleagues. This creates a more inclusive environment with meaningful workplace interactions. 5. Social Wellbeing Strengthen social bonds: Host social events, such as an end of year work-do to help your team connect and unwind. Connect over hobbies: Encourage employees to join clubs or collectives to build camaraderie and a sense of community. What are some tools I can use to build a good workplace culture? See the communications and buddy system pages for steps on how to plan or implement best practices. Team Building Activities : Organise team-building activities to strengthen relationships and foster a sense of community. These can range from informal social gatherings to structured meetings. Mentorship and Buddy Programmes : Introduce mentorship (see Mentorship and Coaching ) or buddy systems to provide support and guidance for new and existing employees. This helps build a culture of continuous learning and development. Communication Platforms : Use formal and informal social channels to facilitate easy and open communication among team members. Wellbeing Initiatives : Offer resources such as Employee Assistance Programs (EAPs), workshops on stress management, or create time for the team to do some stretching at the start of a shift for ten minutes. Survey and Feedback Tools : Use regular surveys and feedback tools to review employee satisfaction and collect insights on areas for improvement (more on this in the communication section) . What does good workplace culture look like in reality? Building a strong workplace culture involves consistent, everyday actions. Here are some examples of what it may involve on a day to day basis. Daily Check Ins : Start each shift with a brief team check-in to share updates, celebrate wins, and address any challenges. This keeps everyone connected and aligned. Open Door Policy : Encourage leaders to maintain an open-door policy, making it easy for employees to approach them with questions or concerns as they may arise. Regular Connection : Implement regular recognition programs, such as Employee of the Month, to highlight and reward outstanding contributions. Training and Development : Offer ongoing Training and Development opportunities to help employees grow their skills and advance their careers. Inclusive Practices : Ensure all team activities, meetings, and communications are inclusive, considering different needs and preferences. Support for Māori in the workplace There are lots of ways you can support Māori employees. The Māori Cultural Confidence page has some practical tips and tricks such as understanding some te ao Māori concepts, being a values led workplace and how to incorporate some of these elements into your workplace. Te Whare Tapa Wha Te Whare Tapa Whā model, created by Sir Mason Durie, presents health and wellbeing as a wharenui or meeting house supported by four walls. Te Whare Tapa Whā which thinks about wellbeing from a physical (taha tinana), family and social (taha whānau), mental and emotional (taha hinengaro), spiritual (taha wairua) and land (whenua) perspective. This is very similar to the different elements of workplace culture described in this chapter. Achieving balance among these elements allows us to thrive, whereas an imbalance in one or more can affect our overall well being. To find out more about the parts of the wharenui, see the full resource Mental Health Foundation website here . Another example of a Māori framework of wellbeing is the Te Wheke model of Māori Health by Dr Rose Pere. You can find more information about this model here . These are some tools that help to support your employees in showing up as their best selves. Understanding what works best for your team is key to addressing well-being in the right way. Asking your employees questions to cover each aspect of their well-being, based on the Te Whare Tapa Whā framework, can look like this: Whenua / land, roots Do you feel connected to the people you work with? Is your work environment a safe place where you feel comfortable talking about your emotions? Taha hinengaro / mental and emotion Do you feel like you have a positive work / life balance? How do you manage your stress, and how can we support you? Taha tinana / physical Are there any health concerns or issues we should know about? Are you finding time for physical activities and exercise? How can we support you in this? Taha whanau / family and social Are you feeling connected and supported by your loved ones? Is your cultural background valued? How can we better support this? Taha wairua / spiritual Do you feel a sense of purpose and meaning while at work? Are there any cultural or spiritual practices that are important to you, and how can we support you in integrating these into your daily routine? What is mental wellbeing? Looking after yourself as an employer is really important. Our employees are the heart of this sector, which plays a big part in our country's economy and identity. But working in this sector isn't easy—there's physical challenges, economic concerns, environmental challenges, and lots of hard work. These can all add up and take a toll. Having access to mental health services in construction can be challenging. Live Well Build Well are a great resource of information. Click here . At some point, whether at work or in your personal life, you'll likely come across someone experiencing a mental health challenge or crisis, or you may experience one yourself. That's why it's important to make small, regular habits to care for your wellbeing. When you take care of yourself, you're also taking care of your business. Even with the long hours and external pressures, building personal resilience and looking after your wellbeing can help you handle the pressures of business better. After all, you're the most important part of your business. Employers responsibility of care As an employer, it's important to recognise that you have both ethical and legal obligations to care for your employees' mental health and wellbeing. Creating a supportive and safe working environment is not just a nice-to-have, it's essential. This means keeping an eye on your team’s workload, stress levels and any physical signs of stress. While you're not responsible for stress caused by factors outside of work, you do need to address any work-related issues that might be causing stress, such as high workloads, lack of safety measures, bullying, or a negative work culture. Your responsibility extends to ensuring compliance with the Health and Safety at Work Act 2015, which mandates that all workplaces must support mentally healthy work environments. By prioritising mental health, you'll not only meet your legal obligations but also foster a more engaged and productive workforce Mental health first aid course: The Mental Health first aid course is a good tool for giving employers the skills, knowledge, and confidence to support people when they need it. Gen Z / younger workers have higher rates of mental health issues Nearly two-thirds (65%) of Gen Z / younger workers reported experiencing at least one mental health problem in the past two years, a higher rate than all older generations, including millennials (51%), Gen X (29%) and Boomers (14%). Therefore acknowledging and supporting mental wellbeing is a large part of supporting younger workers to thrive at work. These higher rates are thought to be driven by: increased use of social media and time on screens, reduced connection to community, impacts of Covid-19. When supporting a younger employee you can help by providing: A buddy who can provide pastoral care, Clear communication to ensure they understand what is expected of them, See Mentorship and Coaching to support their learning and growth journey. (Source: Oliver Wyman Forum Global Consumer Sentiment Survey, September 2020–present.) Supporting mental health and wellbeing in the workplace Creating a supportive environment for mental health is crucial in the food and fibre sector. Here are some signs to look out for and actions to consider taking if a team member is struggling with their mental health. Signs to look out for that a team member may be experiencing mental health challenges Lasting changes in physical appearance or energy levels Difficulty concentrating or making decisions Noticable changes in mood, such as increased irritability, sadness or anxiety Withdrawal from social interactions or avoiding team activities Inappropriate behaviour Frequent missing work or reduced productivity Workplace adjustments to support employees struggling with their mental health Encourage open communication Make sure annual leave is taken, encourage employees to use it Offer flexible hours where possible e.g. starting earlier and finishing earlier Regularly review workloads What is physical wellbeing? Physical wellbeing is an important part of overall employee health - it’s also critical to create a productive and positive workplace. Prioritising physical wellbeing helps prevent injuries and illnesses and also enhances overall job satisfaction and productivity. In Aotearoa New Zealand, WorkSafe outlines clear guidelines and regulations to ensure the health and safety of all employees. Compliance with these standards is a legal requirement. See more in the links below, and the Health and Safety section of Your Obligations as an Employer . WorkSafe New Zealand link here Hazard and Risk Management link here However, there are ways to support physical wellbeing above and beyond the minimum standards set out by WorkSafe standards, including: Regular breaks : Encourage employees to take regular breaks to stretch and move around (beyond their mandated two ten minute breaks per eight hour shift). This helps reduce fatigue and the risk of repetitive strain injuries. Variety of tasks in the workday : Encourage employees to have days made up of a range of diverse tasks. This can help break up mental fatigue and make work more interesting and engaging. Health monitoring : Implement regular health monitoring and assessments to detect and address potential health issues early. This could include vision checks, hearing tests, and general health screenings. What is cultural wellbeing? Diversity and inclusion are important in the workplace because they ensure that people of all different backgrounds feel welcome, valued and respected. Aotearoa New Zealand’s population is becoming increasingly diverse, and so is the construction workforce. Cultural wellbeing is an important part of overall employee wellbeing. It involves appreciation and respect for diverse ethnic and cultural backgrounds and practices. This includes creating a workplace where individuals can participate in, celebrate, and share one's cultural practices, traditions, and values. Celebrating culture in a work setting involves acknowledging the different backgrounds that employees may come from. It means creating a space where employees don’t feel they need to hide aspects of their identity to fit into a “status-quo” - and feel comfortable chatting to co-workers about their ethnic and cultural backgrounds. When employees feel they can be themselves, it fosters a sense of belonging, enhances employee morale, and improves job satisfaction. Ways to encourage cultural expression include celebrating different cultural holidays or events that your employees celebrate (e.g. Matariki, Chinese New Year, Eid). Part of this involves asking employees what they want to celebrate and how, and then sharing this with other employees. Celebrations may be informal (e.g. with a ‘Happy Diwali’ message in the team chat, chocolate at morning tea to celebrate Easter), or formal (allowing employees to take time off on cultural holidays, i.e. using Christmas public holiday leave on another religious holiday - see more in Your Obligations as an Employer ) . See more advice, particularly related to Māori culture, in Māori Cultural Confidence . What is social wellbeing? Social wellbeing involves feeling connection and purpose. The role of an organisation in facilitating employees' social well-being can vary widely. For some organisations, this might mean fostering strong connections and a sense of community within the workplace, while for others, it might involve encouraging and supporting employees to build social networks and engage in activities outside of work. For others, this may involve flexible work arrangements so that employees can spend time with their kids or families. A focus on supporting employees in social wellbeing is particularly important for isolated or rural businesses, as these can be quite hard to adjust to, and can be lonely. If an employee is new to an area, it is particularly important to give them a hand to become part of the local community. Social activities to foster connection: hosting end of week social gatherings, pub quizzes, end of year functions, barbeques. Clubs / collectives Internal - if you have more than 10 people, consider hosting clubs or collectives for employees to connect over things they have in common. This can be a group mainly for connection, community building and support, or for the purposes of organising activities, and typically are run by employees on a volunteer basis outside of work time. These groups may be centred around common hobbies, cultural backgrounds, working location, etc. Examples of this may be: Tramping club, Māori collective, Kapa Haka, Parents support club. External - encourage (this may include funding) employees to participate in organisations, networks and programmes that support people in Aotearoa New Zealand's construction industries through education, networking, advocacy, and leadership development. Membership in external groups is something all businesses can encourage for their employees - but this is particularly valuable if you are a small business and don’t have the ability to run your own clubs or collectives. The importance of networks to young people Networks and collectives are particularly valuable to younger workers. These networks can help people find social connections, make friends, feel a part of a community and adjust to new stages of life / working. Furthermore, the access to resources, mentorship, and opportunities for collaboration and innovation helps equip young professionals with knowledge, skills, and connections to navigate the construction sector. Click here to find out more on Communication References Te Hiringa Mahara, Mental Health and Wellbeing Commission, 2022. https://www.mhwc.govt.nz/assets/Reports/COVID-19-series/Paper-3/Eng_TechnicalPaper_RuralWellbeing.docx#:~:text=While%20a%20high%20proportion%20of,approximately%2017%25%20greater%20in%20rural

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

Glossary of Māori terms. Aotearoa - Land of the long white cloud (New Zealand). Te ao Māori - the Māori world. Mātauranga Māori - Māori knowledge systems. Kaitiakitanga - Guardianship / stewardship Glossary Term Aotearoa te ao Māori Mātauranga Māori Kaitiakitanga Taiao te reo Māori Tikanga Whakapapa Rāhui Mauri Whanaungatanga Pepeha Whānau Mahi Manaakitanga Karakia Maramataka Matariki Kawa Kia ora Iwi Hui Pōwhiri Kōrero Waiata Hapū Tangihanga Mātāwaka Mana motuhake Kotahitanga Tautoko Definition Land of the long white cloud (New Zealand) The Māori world Māori knowledge systems Guardian / stewardship Environment The Māori language Customs and practices Genealogy To put in place a temporary ritual prohibition Life force Kinship and Relationships Type of introduction Family Work Caring and respecting others Ritual chants Māori Lunar calendar Star cluster - often associated with the Māori new year Protocols relating to formal activities Hello Tribe Meeting Welcoming ceremony Speeches Songs Sub-tribe Mourning Kinship group Independence, self-determination Unity Support Support Click here to find out more on Elements of Te ao Māori

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

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 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 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. Formal 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 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

As an employer in the construction 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 construction 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 construction industries. 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. 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 vocational education in construction such as the Construction Growth Foundation (CGF ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. 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. Click here to find out more on Case Study Examples

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 construction 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 construction 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 construction 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

How do I prepare when hiring a new employee? Being a good employer means understanding and showcasing the benefits and value you offer. Clearly communicating these benefits helps candidates see why they should join and stay with your business, and helps you recognise and improve your offerings. Step 1: Preparing How do I prepare when hiring a new employee? See Below for Information on: Your Offerings Communicating the Job Including Whānau Why should an employee work for me? Being a good employer is more than just ticking the boxes of legal rules . It’s also about understanding and showcasing the benefits and value you offer your employees. When you clearly understand and communicate these benefits, it helps candidates see why they should join and stay with your business. It also allows you to recognise what you offer and how you can improve them to attract and retain the right people. You can understand what you provide your employees by following the guidance in this toolkit. These might include: Workplace Culture (see Workplace Wellbeing and Culture ) Mentoring and Coaching (see Mentorship and Coaching ) Training and Development (see Training and Development ) Pay and Benefits (see Your Obligation as an Employer ) Location and Hours (see Your Obligation as an Employer ). What you provide can be as simple or as detailed as you like, as long as it helps you attract and keep the right people for your business needs. Knowing what makes your workplace special can help you stand out against the competition. It is important to remember to be respectful, open, and honest during the hiring process to create a welcoming environment for candidates. It's important for both you and the candidate to have a clear understanding of what the job involves. Defining the skills, experience, qualifications, and the right 'fit' you're looking for can help you find the ‘right person’. ‘Fit’ is about the candidate's personality and how well they align with your team’s values. It is also helpful to determine what the ‘right person’ for you will look like. They should have a mix of qualities that align with your needs and values. Discovering what this looks like for you can be easily done through writing down 4-5 traits you are looking for. Some examples are included below. Understands the role: they have a clear grasp of what the job involves and what will be expected of them. Aligns to your expectations: their values and work ethic match what you’re looking for in an employee. Willing to learn: they show an eagerness to pick up new skills and adapt to new situations. Resilient: they can handle challenges and setbacks without losing motivation. It's helpful to distinguish between 'must-haves' and 'nice-to-haves.' For instance, requiring a driver's licence might exclude capable candidates who could easily get one with a bit of support. It's essential to be upfront about what the job really entails. While it's tempting to highlight the perks like location, benefits, and lifestyle, it's equally important to share the realities—long hours, early starts, and possible hazards. This honesty is especially crucial for career changers (individuals who change their career often later in life and to seek a new lifestyle). When candidates know exactly what to expect, they can better decide if the role is right for them. This approach leads to a smoother hiring process and decreases the risk that employees leave when reality does not meet their expectations. When candidates know what the job truly involves, they’re less likely to leave after a few months because they feel misled. Providing clarity is simple. Here’s how you can do it: Job Descriptions: Ensure the job descriptions you advertise are clear, simple, and accurate (see the next section for an example). Interview Process: During interviews, reinforce the realities of the role—both the good and the challenging aspects (see further down for more information). Tip! Qualifications aren't always necessary. Sometimes, solid experience is just as valuable. Top Tip: How do I communicate the job well? How do I include whānau? Hiring a new employee isn't just about ticking the legal boxes – it is also about welcoming a whole person into your team. Think about the life experiences they've shared and how these can shape their time at your workplace. Remember, you're not just hiring an individual; they come with their family, friends, and colleagues who support them. This is especially true when employing Māori. Being part of a unit – their whānau, community, and network – can be incredibly important. It plays a big role in their success and, in turn, the success of your workplace. Incorporating these values means including whānau where appropriate during the hiring process, such as during interviews. Embracing this can help create a more supportive and thriving environment for everyone. Click here to find out more on Step 2: Finding

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

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