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. Workplace Wellbeing and Culture How can I create a positive environment that boosts job satisfaction? 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 For information on Workplace wellbeing Mental wellbeing Physical wellbeing Cultural wellbeing Social wellbeing View More Communication For information on Communication Principles Delivering Communications with Impact Communication Channels Case Study View More Buddy Systems For information on Principles of a Buddy System Supporting Buddies Role of the Employer Steps Case Study View More What does it look like? We have created some examples of what different levels of workplace culture looks like, including the elements of wellbeing, communication and buddy systems See Here Find more information and help here See the page here for more resources to help you in your journey of uplifting workplace wellbeing and culture See Here Click here to find out more on Elements of Wellbeing

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 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; 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

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

How do I embrace a values-based approach in the workplace? Although Te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in a food and fibre workplace. These include Whanaungatanga (Kinship and relationships), Manaakitanga (Caring and respecting others), and Kaitiakitanga (Stewardship). Te ao Māori at Work How do I incorporate te ao Māori into my workplace culture? See Below for Information on: Values Based Approach Māori Culture & Supporting Your People Helpful Hints How do I embrace a values-based approach in the workplace? Although Te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in a food and fibre workplace. These are only a few values that can be applied from a broad and diverse range of values informed by te ao Māori. Whanaungatanga (Kinship and relationships) Whanaungatanga emphasises building strong connections between people to create a sense of belonging. This value can help everyone work together towards common goals while strengthening the community or workplace. Practically, this may look like: Building relationships Getting to know your Māori employees - spend time getting to know them personally. This creates space for Māori staff to share their whakapapa through the use of their pepeha (type of introduction). Show genuine interest in who they are, their whānau (family), and what drew them to this kind of mahi (work). Letting your employees get to know you - create opportunities for your employees to get to know you too. Share who you are, where you’re from, and a bit about your whānau. Engaging with your community - foster connections with the local community by supporting local initiatives and encouraging employees to get involved. Sustaining relationships Scheduling one-on-one meetings - regularly discuss their experiences and goals, showing that you are interested in their growth and wellbeing. Involve your Māori workers in conversations - share opportunities that align with their culture. They may be new to your business, but have insights that could be beneficial to your business objectives. Manaakitanga (Caring and respecting others) Manaakitanga is about fostering a positive and collaborative environment by caring for and respecting each other. This encourages everyone to work together, building a workplace where everyone feels valued. Practically, this may look like: Checking in with your employees: consistently support their mental, physical, cultural and social wellbeing. For more information see Workplace Wellbeing and Culture Acknowledge and celebrate achievements and efforts: show gratitude for hard work, such as a morning tea. Kaitiakitanga (Stewardship) Kaitiakitanga involves creating a balanced relationship with people and nature to live sustainably. This could mean managing and protecting natural resources for future generations. In your workplace, you can practise kaitiakitanga by encouraging sustainable practices and respecting the environment. Practically, this might look like: Implementing waste management practices: minimise waste and promote recycling and composting within the workplace and community Leading efforts to look after native species: actions such as planting riparian and other native bush especially close to waterways, contribute meaningfully to kaitiakitanga Creating opportunities for tikanga: for example, ask your staff if they would like karakia (ritual chants) to take place before cutting down flax or other natural resources Supporting Māori employees to use maramataka (Māori lunar calendar) practices: the traditional Māori lunar calendar can guide planting, harvesting, fishing, and hunting. Matariki, signalling the start of a new year, is another example of maramataka Māori in alignment with the lunar calendar. Understanding these values can help create a supportive and inclusive workplace. When these values are put into practice, they can help Māori employees feel valued and respected. What is Māori culture and how do I support my people? Language There are many ways to incorporate te reo Māori in your workplace. Here are a few tips and helpful resources to support this effort: Pronouncing people's names and place names correctly: Ensure you pronounce people’s names and place names correctly. A guide on te reo Māori pronunciation can be found on reomaori.co.nz. If in doubt, ask the person how to pronounce their name correctly. Incorporating basic words: use words such as kia ora (hello, thank you, be well) in workplace conversations. It is very common to include te reo Māori in daily conversations like “whānau” and “mahi”. Reomaori.co.nz has examples of everyday words you can incorporate into your workplace. Recognising and celebrating te reo Māori : participate in Māori language week, te Wiki o te Reo Māoriand the Māori language month, otherwise known as Mahuru Māori to celebrate and promote the use of te reo Māori. More information can be found on reomaori.co.nz. Cultural practices Tikanga Māori are practices that can be incorporated into the workplace. Below are some examples, recognising that some may be more relevant to your work than others. Land based-practices: consider following protocols when engaging with the land, such as seeking permission from local iwi (tribe) before accessing particular sites or harvesting natural resources. Find out which local marae are near you to talk to, using Te Kāhui Māngai (Directory of Iwi and Māori Organisations) through this website - www.tkm.govt.nz . Meeting practices: be open to including karakia at the start and end of meetings to set the intentions for a hui (meeting). This only takes 30 seconds. It is also common to hear karakia before harvesting crops or resources such as flax. Discuss with your Māori staff whether this is something they see value in. Welcoming practices: depending on your location, visitors may be welcomed with a mihi whakatau or a pōwhiri (welcoming ceremonies). This is a great opportunity for new employees to get to know their new colleagues and workplace. In workplaces, a mihi whakatau is more common and can include kōrero (speeches), waiata (songs) and karakia. The kawa, tikanga and order of proceedings varies, so please check with the local iwi, hapū (sub-tribe) or marae beforehand on the Te Puni Kōkiri Te Kāhui Māngai website. You can also learn more about pōwhiri on the Te Ara - NZ Encyclopedia website. Mourning practices : Tangihanga, the practice of mourning the passing of a loved one, typically takes priority over all other events in te ao Māori. It recognises the impact of the individual and supports whānau through the mourning process. Tangihanga are similar to funerals, but are typically longer in length. You can learn more about the tangihanga process on the Te Ara - NZ Encyclopedia website. For more information about leave entitlements please see our website or the Employment NZ website. What are some helpful hints? Varied connections to land: Mātāwaka is a term known for Māori who live away from their traditional lands. Mana whenua are those who live on their ancestral lands. Both are examples of the experiences of Māori connection to the land, which may vary. Use of te reo Māori: While the use of te reo Māori is becoming more common across Aotearoa New Zealand, not all Māori employees may feel confidence speaking their language. Expectations: Don’t assume your employees can be cultural advisors without discussing it with them. Appropriate remuneration may be needed if you’re asking staff to take on additional cultural responsibilities. Diversity within Māori Culture: Māori culture is diverse, with many differences from language dialect to practices. Understanding this diversity is crucial as it is a common misconception that the aspirations, needs and ways of doing things are the same across all Māori communities. Governance and co-design: It is important to note that while this information focuses on your support for the needs of your employees, there are opportunities to empower your employees also through enabling decision making and co-design. Click here to find out more on Actions to Take

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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 you? 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. In the food and fibre sector, 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

What does a good attraction process look like? To help you understand how all the steps of the hiring process link together, three case studies have been detailed below to show how outcomes can change based on the hiring experience What does a good attraction process look like? To help you understand how all the steps of the hiring process link together, three case studies have been detailed below to show how outcomes can change based on the hiring experience. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Description: Eleanor is an owner of a kitchen design business who was looking for a role which requires around two years of experience. Preparing: Eleanor wanted to hire as quickly as she could so she didn’t take time to understand what her business offered their employees or define what skills and experience she was clearly looking for. Finding: An old job ad was used from three years prior when she was looking for a similar role to advertise the position. Even though some aspects of the job ad aren't accurate, Eleanor didn’t think it impacted too much on who applied. She posted this ad across a few platforms. Assessing: Eleanor was disappointed when only two people applied for the role. Even though neither of them had the experience or skill she really needed, she decided to interview them anyway. Selecting: After a quick phone call with both applicants, she decided to hire Barry. Barry was the elder of the two candidates and Eleanor thought he would have more maturity. She figured out their ages by asking for their birthdays. Hiring: Eleanor sent the employment agreement over to Barry the next day without completing any tests or checks. Welcoming: When Barry turned up on the first day he was introduced to a few members of his team and given the equipment he needed to complete the job. He wasn’t offered any support on how to learn his role. Barry felt very stressed as he had no previous experience in the job as he had expressed to Eleanor. Outcome: Barry ended up leaving the role after two months. He felt unsure on what was expected of him and how to do the job. Although Barry expressed his inexperience in the role during the hiring process, he felt he was not trained or supported to learn on the job. What worked well : Posted the job ad across multiple platforms Used an employment agreement What needs improvement: Did not define why an employee should work for the business Did not use an updated and accurate job ad Hired the better candidate who applied, but not the right person for the role. Eleanor should have redone the steps to get better experienced candidates Did not interview in-person Did not spend time getting to know the candidate and their experience Asked an illegal interview question about the age of the candidates Did not complete tests and checks Did not provide an opportunity to negotiate the employment agreement Did not provide a supportive onboarding experience Did not provide training on missing skills and experience Case Study 2 - Doing Well Description: Dale is a manager at a glazing company who was looking for a role which requires little to no experience as on the job learning is expected. Preparing: Dale was able to successfully pull together the basic skills and experience he was looking for in the role. He also created a list of benefits employees get from working at the business. Finding: Dale pulled together a basic job ad using online resources and posted this ad in Facebook groups and on established job seeking platforms. However, as he was concerned that he wouldn’t get much traction for the role, he decided to flourish and exaggerate some aspects of the job ad to gain interest. Assessing: Dale received many applications for the role, many which seemed to come from career changers. He chose the top three candidates to interview by their writing abilities in the application form. Selecting: As skill and experience isn’t a large requirement of the role, Dale opted for a casual interview style. He chose Sarah as the preferred candidate as she seemed passionate about what the business could offer her in her new career. Hiring: Dale completed important tests and checks on Sarah, including drugs and alcohol tests, police background checks, and referee checks. Once he received the results and was satisfied he sent a draft employment agreement over to Sarah to look over and comment on. Welcoming: On Sarah’s first day, she was greeted by Barry and her buddy for her onboarding, Shawn. Shawn was in Sarah’s exact shoes two years ago - new to the job with little experience. Across Sarah’s first few months, Shawn taught her everything she would need to know to do her role in forestry, with a special focus on health and safety. Shawn also made sure to introduce Sarah to all of the team as early on as possible. Outcome: Although Sarah felt very welcomed into the role by Dale and Shawn and believed it would be the perfect opportunity for her career change, the realities of the job did not align with what she was sold in the job ad and interview. Sarah tried to stay because of how much she felt welcomed by the people, but only lasted 6 months before resigning. What worked well : Defined the skills and experience needed Defined the perks of the job Created a new job ad Posted the job ad across multiple platforms Interviewed in a way suitable for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming onboarding experience Trained on missing skills and experience What needs improvement: Did not define ‘fit’ for the role Exaggerated the perks of the role without acknowledging the realities Did not choose candidates based on what will make them successful in the job (i.e. based selection on writing abilities) Case Study 3 - Excelling Description: Trent is an owner of carpentry business who was looking for a basic entry role. Preparing: Trent understands how costly it is to constantly rehire and train new employees. Therefore, he spent time considering who would be suited to this role (fit)? What would they be looking for and act like? What key basic skills and experience would they have, and was this needed for an entry role? This helped him form the basis of his job ad. Finding: Using a new job ad, Trent made sure to highlight both the positives and realities of the role. He wanted to make sure he attracted a person who knew from the beginning what they were getting into. Trent advertised using schools as he wanted to hire a recent school leaver. This was with the aim of attracting someone that could grow and was eager to learn. Assessing: As Trent didn’t sugar coat the role and advertised to a smaller pool of people, he took a hit in how many applicants he had. However, out of the three applications he received they all seemed of high quality and people who he would want to interview. Selecting: As Trent was interviewing school leavers, he opted for a semi-formal interview style with some key questions he wanted answers to dotted throughout. He wanted the interview to feel like a conversation where he got to know the person. He also wanted the applicants to feel at ease as they likely had never done an interview before. He decided to hire Jack who had a passion for learning and interest in apiculture. Hiring: Trent completed basic tests on checks on Jack, including a police background check and referee checks. When these were complete he sent the employment agreement over to Jack to agree on. Welcoming: On Jack’s first day, Trent met with him and introduced him to his buddy Kyle. They both took him around the business and introduced him to the team. As it was Jack’s first ever job they made sure to develop a special training program which ensured he would have the basic skills and experience he needed for success within his first 4 months. Outcome: As Jack understood what the role entailed, there were no surprises when there were parts of the job that were hard. However, having Trent and Kyle there to support him and teach him his role made him happy at work and excited to turn up each day. Jack is excited to have a career in apiculture and plans to stay with Trent until he is ready to open up his own business. What worked well : Defined the ‘fit’ needed Defined the skills and experience needed Defined perks of the job Defined realities of the job Created an accurate job ad Posted the job ad in a way that target the people that were needed Interviewed in a way suitable for the role Chose the hired candidate off qualities important for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming and supportive onboarding experience Specialised training to gain experience quickly Click here to find out more on Māori Cultural Confidence

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. There are also some food and fibre specific Worksafe information here . Searching their website to find industry or sector specific information which fits your business will provide the most helpful and accurate information on how to manage health and safety. 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 farmers and growers are the heart of this industry, which plays a big part in our country's economy and identity. But working in this industry isn't easy—there's social isolation, 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 rural areas can be challenging. Although a high proportion of people report they are doing well mentally, rural communities in NZ still face worse mental health outcomes compared to the general population. In fact, the Ministry of Health reported in 2016 that suicide rates were about 17% higher in rural areas than in urban areas. [6] 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 Withdrawwal 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 food and fibre 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 food and fibre 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. Some organisations are described below: Young Farmers (New Zealand Young Farmers - NZYF), Young Fish , Food and Fibre Youth Network , Future Foresters etc. These are national groups that bring together young people to provide networking, career development, and social opportunities. Surfing for Farmers : A mental health initiative that encourages farmers to take a break from their work and participate in community surfing events to reduce stress and improve well-being. Catchment Groups Catchment groups help promote good on-farm practices, sustainable land management, and encourage positive environmental outcomes. Dairy Women's Network : A network dedicated to supporting women in the dairy industry through education, networking, and leadership opportunities. Rural Women NZ , Women in Horticulture , Women in Wine Similar to the Dairy Women’s Network above, these networks empower and support women to thrive and lead in their respective fields. Royal A&P Society The RAS supports its members to promote rural excellence, sustainability and innovation. They run A&P Shows and annual events, and have six regions with their own leadership and planning, and a national executive elected by the members. 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 food and fibre 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

More than 60,000 Māori worked across New Zealand’s construction and infrastructure sectors in 2023. Māori Cultural Confidence How do I grow my understanding of Māori experience in the workplace? The number of Māori employees in the food and fibre sector in Aotearoa New Zealand is steadily increasing, with one in five employees now identifying as Māori. Recognising and valuing the unique cultural perspectives of Māori employees is not only a matter of inclusivity and respect but also a strategic advantage. By creating an environment that embraces te ao Māori (the Māori world), employers can enhance workplace cohesion, improve employee satisfaction, and drive innovation. We have also developed a helpful glossary of te reo Māori for your ease. Te reo Māori Glossary Elements of te ao Māori For information on Te ao Māori Mātauranga Māori Te Reo Māori and Tikanga Whakapapa View More For information on Values Based Approach Māori Culture & Supporting Your People Helpful Hints Te ao Māori at Work View More View More Actions to Take For information on Investment in Rangatahi Lead with Values Kaitiakitanga in Action Prioritising Health & Wellbeing Whanaungatanga Find more information and help here See the page here for more resources to help you in your journey and build confidence in understanding te ao Māori See Here Click here for more on Elements of te ao Māori

How do I manage leave and ensure the health and satefy of my staff? See below for information on leave and holidays, and health and safety. What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave & Safety How do I manage leave and ensure the health and safety of my staff? See Below for Information on: Leave & Holidays Health & Safety What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave and holidays can include (but are not limited to): annual leave, public holidays, sick leave, bereavement leave, and: parental leave. It is important to note that granting additional leave above the minimum requirements, whether it’s annual leave, sick leave or other, can help support the wellbeing of your employees and can aid in their retention. Going beyond minimum legal entitlements can be a strong motivator for why good employees want to work with you as well. You may consider this as part of your employee benefits to attract great workers, or on a compassionate basis when an unforeseen situation arises (e.g. longer bereavement leave for a loss of someone close, longer sick leave for serious illness). Annual leave Employees are entitled to annual leave. Full-time employees are entitled to a minimum of four weeks of paid annual leave each year. This allows them to take a break, recharge, and spend time with their whānau. An employee is entitled to their annual leave when they have worked continuously for you for 12 months. However, you can choose to allow employees to take annual leave before then as part of an employee benefit. In the 12 months before entitlement, annual leave is accrued over the time of their employment. You can find more information on how annual holiday entitlements work and how to calculate them here . For casual employees and fixed term employees less than 12 months, the employee can agree to be paid holiday as ‘pay-as-you-go’. This means that instead of accruing leave, the employee gets 8% of their total earnings paid as holiday pay along with their regular wages each payday. This can be a simple and convenient way to handle holiday pay for short-term or irregular work. For more details, please see here . Public holidays Employees are entitled to all 12 New Zealand public holidays (see a list here ). If an employee does not work the public holiday, and it is their normal working day, it is expected they are paid what they would have received if they had worked that day. If your employee needs to work on a public holiday, they are entitled to time and a half pay for the hours worked, plus, they should also get an alternative holiday day, often called a 'day in lieu' unless they do not usually work on the day the public holiday falls on. This rule applies to casual workers as well, ensuring fair treatment for everyone. If an employee does not usually work the day of a public holiday and continues to not work that day, they are not entitled to any additional pay or an alternative holiday. More information on public holiday entitlements and considerations can be found here . Sick leave Sick leave helps ensure that your team can take care of their health without worrying about losing pay. All employees, whether they are full-time, part-time, or casual, are entitled to 10 days of sick leave each year once they: have been working for you continuously for 6 months, or they have worked for you for a period of 6 months for: an average of 10 hours per week, and at least one hour in every week or 40 hours in every month. Sick leave can accumulate up to 20 days in total. You can request proof of sickness or injury through a medical certificate from a doctor chosen by your employee. If an employee has been absent for more than 3 days in a row and you want to request a medical certificate, the cost of the GP visit then falls on the employee. For more details on how to calculate sick leave and what it covers can be found here . Bereavement (Tangihanga) leave Bereavement leave can be taken at any time and for any purpose related to the bereavement. It doesn’t have to be taken straight away or on consecutive days, giving your employees the flexibility they need during difficult times. The amount of bereavement leave an employee is entitled to depends on their circumstances: Three days: For the passing of immediate family members or in the case of a miscarriage or stillbirth One day: For any other type of bereavement, if you accept their circumstances, keeping in mind the principle of good faith. As an employer, you can be flexible with the number of days you provide for bereavement leave. For Māori employees, there may be cultural expectations to attend tangihanga, a Māori ceremony for mourning that can last several days. In this circumstance you may want to consider providing additional bereavement leave above minimum requirements. For more information on entitlements and other circumstances, you can find additional details here . Parental leave Employees are entitled to take time off for parental leave if they meet the requirements. For primary caregivers, the requirements to be eligible for parental leave are that they have worked for you: for an average of at least 10 hours a week, and for at least 6 months. Other types of care, such as partners leave and extended leave have different requirements which must be met (see here for more information). For primary caregivers, if they meet the requirements they are eligible for up to 26 weeks of leave, with the option to request extended leave if needed. The law does not require employers to pay their employees during parental leave. However, as an employer, you have the option to 'top up' parental leave with additional pay. This can be a great way to attract and retain your staff, showing them that you value their commitment and family needs. There are different types of parental leave to be aware of, each with its own set of rules and conditions. You can find more detailed information on these different types of parental leave here . Other types of leave There are also other types of leave you need to be aware of such as family violence leave, jury service leave, time off to vote, and unpaid leave. You can find more information on these types of leave here . What is health and safety? Having good health and safety practices is crucial to keep your staff thriving. These practices are not as hard, expensive, or time-consuming as you might think. Good health and safety measures improve worker wellbeing, boost productivity, reduce absenteeism, and ensure you meet your legal responsibilities. Under the law, businesses must look after the health and safety of their workers. This means providing a safe working environment and taking steps to prevent accidents and injuries. Health and safety has large legal implications if it is not done correctly. This section does not cover the full extent of your responsibilities as an employer as many resources already exist to help you in your journey. Key Resource Worksafe New Zealand, the government run health and safety regulator, has developed key resources to help food and fibre meet their health and safety obligations. Home Website Searching their website to find industry or sector specific information which fits your business will provide the most helpful and accurate information on how to manage health and safety. Click here to find out more on Preventing & Addressing Problems

The most flexible way to find candidates is through advertisements which can be shared in different places. Using the advice above about how to communicate the role during this process is important to gain interest from the right people. Other ways can be used too, such as through an industry specific recruitment agency or through your networks (see below for more information on use of networks). Step 2: Finding How to begin to start finding new employees? See Below for Information on: Building a Job Ad Posting Job Ads Applications Migrant Workers The most flexible way to find candidates is through advertisements which can be shared in different places. Using the advice above about how to communicate the role during this process is important to gain interest from the right people. Other ways can be used too, such as through an industry specific recruitment agency or through your networks (see below for more information on use of networks). When advertising a job, it’s important to make it straightforward and simple for candidates to apply. Choosing the right application method for the role is also key to finding the right person. How do I write a job ad? The first impression your candidates will have of your role is likely through a job ad, so it's important to get it right. Below is an example of a job ad for a dairy farm hand role. Even if this specific job isn’t relevant to your business, we've described on the right what each part of the job ad should contain to ensure clear communication. Job Title: Joiner Location: Matamata, Waikato, New Zealand About us: We are a family-owned joinery business that has been operating successfully for 20 years. Our team is a supportive and we consider our business as a friendly place to work, and we are looking for someone who would be a great addition to the team. We value hard work to get the job done. Quick Role Description: Y o u will be responsible for manufacturing, assembling, and installing a range of timber products and custom joinery. You will work from plans and specifications to ensure projects are completed accurately, efficiently, and to a high standard. Key Responsibilities: Manufacture and assemble custom joinery Read and interpret plans, drawings, and specifications Operate woodworking machinery, power tools, hand tools safely Install joinery onsite when required Requirements: Right to work in New Zealand Relevant trade qualification preferred Previous experience as a Joiner, Cabinetmaker, or in a similar role Strong work ethic and reliability Ability to work well in a team Benefits: Competitive hourly rate Opportunity to learn new skills and grow within the business Supportive and friendly team environment Ongoing pipeline of regular work How to Apply: To apply, please send your CV and a brief cover letter to [email@example.com ] or call [phone number] for more information. Closing Statement: We look forward to hearing from you. Be clear and accurately reflect the role in the job title. Use terms that applicants will recognise and understand. Help candidates identify if they can commute or need to relocate. Introduce your business so candidates understand who they might work for. Give a concise summary of what the job involves List the main duties involved in day-to-day work. The more specific you can be, the better. Clearly state the skills, experience, and personality type needed. Don’t try to hide any harder sells for the job (such as early working hours, remote location). Why should this person work for you and not your competitors? If you are providing competitive pay or benefits, call this out here. Make it easy for interested candidates to apply with simple instructions. A CV and cover letter might not always be necessary. A friendly sign off. Where do I share a job ad? Once you've created a job ad, it's important to get as much traction and interest as possible to find the right person. Posting your job ad in multiple places can increase your chances of finding the ideal candidate. Here are some options: Job Ad Websites: Use dedicated job ad websites such as TradeMe and Seek.co.nz to reach a wide audience Social Media Groups: Post in relevant social media groups, like on Facebook Local Community Boards: Put up your ad on local community boards. Finding School Leavers For entry-level positions, it might be helpful to reach out to local high schools to see if any upcoming school leavers are interested in your role. Taking the time to meet those who show interest and explaining the job face-to-face can be a great way to get them excited about joining your business. If you're running a larger operation, think about offering an internship programme where students can work for you over the summer. This gives them a taste of the job and lets you see how they'd fit in as full-time workers if you're looking to hire them once they finish school. You can see some more information here. Word of mouth is also effective. Ask current employees and trusted friends and family members if they know anyone who might be interested. Even when using word of mouth, it’s helpful to send the job ad to the candidate so they know the skills and experience you're looking for. When using social media, you can shorten the job ad to convey just the essential information in a quick and casual way. Also think about how the candidate will apply for the job. Provide a simple and clear method for them to get in touch (see below for more information). Job Platforms There are some great platforms available that are used by most sectors such as: Seek TradeMe You can also consider listing a vacancy with the Work and Income website here . Applications Before you post your role, it's important to think about how candidates will apply. There are a range of different methods, ranging from formal to informal, including: CV Cover Letter Phone Call Application Form. When deciding on the application method, consider the skills you’re looking for. If the role is hands-on and needs someone skilled in operating equipment, then reading and writing ability may not be as important. In these cases, CVs and cover letters might not attract the right candidates. Instead, a simple application form or use of a phone call could be more effective. Once you have decided what method you want to use , make sure you add the application directions to the bottom of your job ad. Social Media When advertising using social media, like Facebook, it’s especially important to outline how to apply to get the information you need. This may look different than using other ways of advertising. Here are a couple of approaches: Attach an Application Form: Include a simple application form in your post that candidates can fill out Ask for a Message: Request that candidates message you a little bit about themselves, including their background, experience, skills, and qualifications. By tailoring the application process to the role and clearly communicating how to apply, you’ll increase your chances of attracting the right candidates and make the selection process smoother. How do I hire migrant workers? Where you look for workers can greatly impact the quality of candidates you find. While Aotearoa New Zealand offers a great pool of potential workers, sometimes looking abroad can help you find the skills you need. To hire people from overseas, there are schemes and visas available which will help you in your search. See more information in Your Obligation as an Employer . What should I keep in mind when hiring impaired workers? Have you considered the strengths people with impairments could bring to your team in the food and fibre sector? Many individuals with impairments have developed adaptability, resilience, and creative problem-solving skills—qualities that are highly valuable in today’s workplaces. Their unique perspectives can spark innovation, improve systems, and strengthen team performance. Inclusion also enhances workplace culture. Diverse teams often enjoy higher morale, broader thinking, and stronger collaboration. Employers who actively support accessibility demonstrate leadership and values that resonate with both staff and customers. Creating an inclusive environment is more achievable than many assume. With practical tools, advice, and funding support readily available (such as minimum wage exemptions ), implementing accommodations can be straightforward. Reviewing roles to identify flexible approaches, and investing in impairment awareness training, helps build a respectful, welcoming culture where everyone can thrive. Ultimately, embracing impairment inclusion isn’t just the right thing to do—it’s a smart move that strengthens teams, unlocks talent, and helps the sector grow through fresh insights and capabilities. Click here for more on Step 3: Assessing

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