Finding the right individuals and giving them support can make all the difference in retaining them. Studies show that many new employees leave within the first 90 days because the job isn't what they expected (Jobvite, 2018). Hiring the right person involves getting some basics right from the beginning. Step 5: Hiring How do I hire a new employee? See Below for Information on: Tests & Checks Employment Trials & Probationary Periods Employment Agreements Employment Paperwork The hiring process has a few steps involved to ensure that you are hiring the right person. More information on many of the steps below can be found in Your Obligation as an Employer (e.g. trials and probationary periods, employment agreements and pay). How do I complete tests and checks? As an employer, you can use tests and checks before and during employment. This can include a: criminal history check, drug and alcohol test (if relevant to the job), and visa check. See the Employment NZ website here on how to legally conduct these tests. It is also important during this time that you get two to three referees from the candidate. A referee is someone trustworthy who can vouch for the skills and experience of a candidate. You should call these referees to check that the person you plan to hire has the experience and qualifications they say they do. For school leavers who have limited job history, doing a reference check with a teacher can be a good substitute. You can also check if there has been any employment issues with this person in the past. See more advice on how to do reference checking from Seek here . What are employment trials and probationary periods? To assess a new employee's performance, a 90-day trial or probationary period can be used. During this time, you can evaluate the employee's ability to do the role and decide if they meet performance expectations. If they do not, you can ask them to leave. By including a 90-day employment trial or probationary period in the employment agreement, you can make sure that the employee is a good fit for your team and business. See Employment NZ website here for more information. How do I negotaite the employment agreement and pay? Once you are satisfied with the tests and checks you have completed for your candidate, it is time to formalise the employment relationship by signing an employment agreement. More information can be found in Starting Employment. This is also a great time to think about whether you want to provide anything above the minimum entitlements, such as extra leave or higher pay. These benefits can also be considered during the initial step of the hiring process (preparing) as they can be used as selling points to attract exceptional candidates. By formalising the employment relationship with a well-drafted agreement and considering additional benefits, you can set a positive tone for your new hire and ensure clarity from the start. What employment paperwork needs to be completed? Legally, there is mandatory paperwork that must be completed when you hire a new employee. This includes: Signed employment agreement Details and proof of a visa, residency or citizenship IR330 tax declaration Kiwisaver forms Setting up records of wages, time, leave and holidays Emergency contact details Bank account number for wages (if agreed as the payment method). If this is your first employee, you must register as an employer with Inland Revenue who will advise ACC. See an Inland Revenue pdf guide here for information on how to set up employees, especially as a first time employer, on the Inland Revenue website. It is important to note that if a person works for you under a verbal agreement and no employment agreement is signed, employees are still entitled to the minimum employment rights the law provides. See more information in Your Obligations as an Employer . Click here to find out more on Step 6: Onboarding

Clear and effective communication ensures everyone is aligned and working towards the same goals, improving job performance and workplace satisfaction. Good communication maximises the impact of your policies and processes, whether compliance-related or enhancing the employee experience. Employees want to be heard and see action taken. Communications How do I get messaging across to employees? See Below for Information On: Communication Principles Delivering Communications Communication Channels Case Study Whether you're managing production, or working with distributors, clear and effective communication ensures that everyone is on the same page, working towards the same goals. Simply put, good communication helps people do their jobs better and makes workplaces more satisfied and productive. Good communications helps you maximise the impact of your policies and processes (see Your Obligations as an Employer for more information). Whether it’s something compliance related that protects you as an employer, or some guidance that will improve an employee’s work experience, people need to know what you expect of them so they can act accordingly. Employees want their employers to listen to them, and most importantly to take action. Two out of three employees feel their voice is not listened to in some way by their manager or employer, which may have a negative impact on turnover#. The costs of bad communication are: People make avoidable mistakes, and need to re-do jobs - wasting their time (and your money) Delays occur and deadlines are missed Managers can’t lead their teams well, when they don’t understand what is expected of them and their teams A lack of buy-in or understanding around change People are afraid to ask for feedback, which stunts personal and professional growth. What should I keep in mind when thinking about communicating with employees? Clarity: Make sure your messages are clear and easy to understand. Avoid using complicated words or industry jargon. Consistency: Keep your communication consistent. This helps avoid confusion and ensures everyone knows what to expect. Listening: Communication is a two-way street. Make sure you're not just talking, but also listening to what others have to say. Show that you value your employees’ input by asking for their perspective too. Acknowledge their concerns and work together to find a solution. Respect: Always communicate with respect. Treat others the way you want to be treated. Try to avoid raising your voice. Timeliness: Share information in a timely manner. Don’t wait until the last minute to communicate important updates. Make sure your audience has enough time to read and respond if needed. Remember everyone is at a different stage in their career. What is second nature to experienced farmers, growers, foresters, and fishers may not be for everyone on the team. A task that may seem simple to you might not be for someone else. When the pressure is on, it’s easy to forget that. Be thoughtful of others and their skill level and ability. Note: Reading and Maths Everyone is at a different stage in their journey reading, writing and doing sums. Some people are not confident in reading and doing maths. Adjusting your communications to meet the needs of your employees will ensure the best outcome. How do I deliver communications with impact? KNOW: What’s the most important point? This should be communicated first. Tell the truth: if you don’t know something, say so. If it won’t happen until October, say that. If you have a really difficult message to deliver, ask someone you trust for advice on how to put it. THINK/FEEL: Put yourself in your audience’s shoes - if you want your communication to hit home, you need to understand how it will feel to receive it. DO: What do you want people to DO with the information? Do they need to complete a survey? Do they need to speak to colleagues? Do they need to give you feedback? Tell them. What does good communication look like in reality? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. *A pulse survey is a short, quick survey that you send out regularly to see how your employees are feeling - to ‘check the pulse’ of the employees as a group. It’s designed to be simple and easy to complete, usually taking just a few minutes to fill out.You can set up a pulse survey in about ten minutes using Google Forms here or an equivalent, using the 3 example questions included below. Consider collecting responses anonymously - employees tend to be more open and honest this way. You can share the link with your employees via email or group chat message and get them to fill it out. Some questions to ask could include: 1. How are you feeling at work recently? Multi-choice response options: Very Happy, Happy, Neutral, Unhappy, Very Unhappy 2. Do you feel supported by your team and manager? Multi-choice response options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree 3. Is there anything we can do to improve your wellbeing at work? Open-ended response These questions can help you gauge overall mood, the level of support employees feel, and gather specific suggestions for improvement. Exit Interviews Consider having a quick sit down with an exiting employee to find out what went well and what didn’t during their time working with you. If you don’t feel comfortable doing this yourself, opt for a trusted individual (e.g someone else in the business, or a trusted person to the individual) or get them to write down their thoughts. You’ve got nothing to lose by asking, and this helps you be better going forward. Common themes that come up in exit interviews can help you spot ‘work-ons’, areas that you can improve in. What does this look like in real life? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. My work day looks like: I often work on boats offshore in small teams. Between navigational duties, record keeping and general fishing operations, there are a lot of things to juggle on a shift, it can be quite stressful. This is a high risk environment - there's equipment hazards, fatigue and long hours, and harsh winter conditions. Today, someone accidentally cut themselves on the deck. There are Health & Safety protocols that I need to know to follow to log a Safety or Emergency Response. We divide roles and tasks each shift and need to know who is doing what - We circle up at the beginning and end of the shift to clarify this. It's super important to understand roles and responsibilities each shift, as well as details like when we have to be back docked at HQ, who is doing what on the boat. Where are some more external resources I can use? Even though the following resources may have been developed by a particular industry, the principles are relatable more widely. Team communication - Dairy NZ link here Team communication for farm businesses, including constructive feedback checklist - AHDB UK link here Effective communication on farm - Stockfeed link here Click here to find out more on Buddy Systems

As an employer in the food and fibre sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Financial Support What financial support is available for training and development? See Below for Information on: Government Support Scholarships Bonding Additional Support As an employer in the food and fibre sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Here's a look at some options: What government financial support is available? New Zealand Apprenticeships linked here: Employers can access funding through the New Zealand Apprenticeship scheme which provides support for training apprentices in various food and fibre sectors. Regional Apprenticeship Initiative (RAI) linked here: Aimed at regional New Zealand, this initiative provides financial support to employers to take on and train new apprentices, particularly in the food and fibre sector. Mana in Mahi – Strength in Work linked here: This program offers subsidies and incentives to employers who take on job seekers, including support for training and development. Ministry of Social Development linked here (MSD): MSD provides several funding opportunities to pay for wages and training. This includes programmes that help job seekers get the skills they need to meet the requirements of a job, funding and support to help with short-term pre-employment or in-work training to gain industry-specific skills needed for a job. What scholarships are available? Various organisations offer scholarships for students pursuing studies in agriculture, horticulture, forestry, and other food and fibre sectors (e.g. Don Hulston , MPI On Farm Support , Lincoln University Foundation ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. Industry bodies such as DairyNZ , NZ Pork and Horticulture New Zealand offer scholarships for studies related to their specific industries The Ministry for Primary Industries has a handy list of scholarship opportunities available in the food and fibre sectors linked here . How do I bond employees? Employer-initiated bonding Employers can create bonding agreements where they provide financial support for an employee’s education or training in exchange for a commitment to stay with the employer/business for a specified period. This ensures that the investment in training benefits the employer. A bond means that an employee would be asked to return any agreed upon funding for external courses if they leave within a specific time period (usually one to two years). Example of a bonding scheme Employee Kate wants to improve her leadership skills both so she can be a more effective supervisor in her workplace, but also so she can contribute to wider industry initiatives such as her local catchment group. Her employer, Barbara sees the value in supporting Kate with her course. She offers to pay for 50% of the course for Kate. To ensure this investment is returned Barbara stipulates that if Kate leaves within the next 12 months she would need to pay back the 50% contribution. What are the additional support mechanisms? Industry Training Organisations (ITOs): ITOs like Competenz and Primary ITO provide tailored training programs, resources, and sometimes financial support to help employers develop their workforce. Professional development programs: Many industry associations offer professional development programs and workshops, often subsidised or at a reduced cost for members. Click here to find out more on Case Study Examples

The Food and Fibre Employer Toolkit is a free, easy to use resource to help you with all aspects of people management in the primary industries. It includes tips to attract the right individuals, improve workplace culture, mentor and coach employees, and support training and development. Check out the following six sections to increase your people’s job satisfaction, boost productivity and keep your team motivated and committed. C lick the section in the employee lifecycle that interests you the most! How can I invest in employee growth for maximum impact? How do I follow the law and fulfill my obligations as an employer? How do I support employees in their growth journey? Attracting the Right Individuals Māori Cultural Confidence Training & Development Employer Obligations Mentorship & Coaching Workplace Wellbeing & Culture How do I hire and onboard new employees so they stay for longer? How do I grow my understanding of Māori experiences in the workplace? How can I create a positive environment that boosts job satisfaction? Employee lifecycle Attract Retain Click here to search the Toolkit Why invest in your people The food and fibre sector is vital to Aotearoa New Zealand's economy, driven by hard-working employees. However, retention rates during the first 12 months are critically low due to mental health challenges, misaligned job expectations, and poor employee-manager relationships. Food and Fibre Centre of Vocational Excellence (Food and Fibre CoVE) has created a toolkit to address these issues, aiming to enhance job satisfaction and retention. Replacing staff is costly, ranging from 30% to 200% of their annual salary, and impacts productivity. Satisfied employees are more productive, improving business performance. Incorporating te ao Māori principles can further enrich the workplace. Investing in our workers secures the sector's future... Paul Hollings Food & Fibre CoVE, General Manager [image] View More Listen to the Audio Version here Download the Printable Version here

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 horticulture 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 forestry business 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 an apiculture 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

Mentoring and coaching are vital tools in the employment relationship, particularly in the food and fibre sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. Mentorship and Coaching How do I support employees in their growth journey? Mentoring and coaching are vital tools in the employment relationship, particularly in the food and fibre sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. By fostering connections, mentoring and coaching help to create a more satisfied workplace culture where everyone feels valued and encouraged to grow. Understanding Mentoring and Coaching For information on Mentors Coaches Buddies View More For information on Tuakana & Teina How People Learn The Value Key Elements What Good Looks Like View More Actions to Take For information on Supporting Employees Steps to Follow View More What does it look like? We have created some examples of what good coaching and mentoring looks like at different levels of ability See Here Find more information and help here If you need help with mentoring and coaching, some extra resources can be found below: Career planning - How to develop a career plan that sets out career goals Rural Coaching / Advisory Service - A service to help you with mentoring and coaching for rural companies Ministry for Primary Industries - Programmes, courses, and resources - A selection of primary industry programmes Click here to find out more on Understanding Mentoring & Coaching

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 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 Guide for Farmers Forestry Information Agriculture Information 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. Additional sector and industry specific information can also be found here: Dairy NZ Beef + Lamb Horticulture Viticulture Forestry Seafood Health and safety can also go beyond removing individuals from physical harm to improving overall wellbeing to support job satisfaction and productivity. This means considering how workplace culture impacts on the different areas of wellbeing; physical, cultural, social and mental. See more information in Workplace Wellbeing and Culture . Click here to find out more on Preventing & Addressing Problems

External resources on Training and Development. This section includes links to some resources that will support your in what is available for training and development. Leading and Managing, Team Build and Work, for Women, Mental Health, Wellbeing and Safety, Career Pathways. More Information and Help External resources on Training and Development This section includes links to some resources that will support your in what is available for training and development Looking for leadership opportunities and training? MyLead is a New Zealand-based platform designed to support leadership development within the food and fibre sector. It offers a structured pathway for individuals, team leaders, and educators to identify and engage with leadership programmes that align with their career stages and aspirations. What is MyLead? A free, sector-specific leadership development platform for New Zealand's food and fibre industries. Developed by Rural Leaders and the Food and Fibre Centre of Vocational Excellence to provide a cohesive leadership development ecosystem. Offers a structured pathway to identify and engage with leadership programmes that align with various career stages and aspirations Why Use MyLead? To access a centralised hub for leadership development opportunities tailored to the food and fibre sector. To find programmes that align with your personal and professional growth goals. To contribute to the growth and resilience of New Zealand's primary industries by enhancing leadership capabilities. Who is it For? Individuals seeking to develop leadership skills within the food and fibre sector. Team leaders aiming to enhance their leadership capabilities. Educators and mentors guiding others in their leadership journey. Explore MyLead and discover leadership programmes that can empower you and your team: mylead.co.nz Internship Toolkit - Food and Fibre CoVE are currently undertaking work to develop a toolkit for pan-sector use. Stay up to date here Leading and Managing Business Central: Leadership and Management - Information and courses available on leadership development Beef + Lamb: Generation Next Programme - Nurture current and future farmers to be industry leaders Rural Leaders: Nuffield NZ - Farming scholarship for a rural leadership programme Rural Leaders: Kellogg - A rural leadership programme Horticulture NZ: Leadership Programme - A leadership programme for horticulture Team Build and Work Dairy NZ: FarmTune - A system by Dairy NZ to enhance dairy farm management About Life - A programme to create a healthy organisation ecosystem Results Coaching - Team facilitation services Baker Tilly - Building teams and team facilitation services Food and Fibre Skills Framework - A guide that can help you identify skill gaps and develop training plan For Women Agri-Women's Development Trust (AWDT) provides many leadership courses, including the ones below: Escalator - A 10 month, five module hybrid learning programme It’s All About You - A two day personal development programme Next Level - A six month leadership and governance development programme Wāhine o te Whenua - For wāhine Māori to equip them in leading Mental Health, Wellbeing, and Safety Farmstrong - A nationwide wellbeing programme for the rural community Good Yarn - Course on how to address mental wellbeing in the workplace Tahi Ngātahi - Free health and safety certificate for and around the woolshed Career Pathways A non-exhaustive list of how careers could develop in different industries: Sheep, Beef and Deer - Beef + Lamb New Zealand Horticulture - GoHort Viticulture - Wine Career Pathways Dairy - Dairy NZ Plant Production (Nursery) - Plant Career Pathways Forestry - Forestry Careers Click here for more on the Value of Training and Development

What does good wellbeing and culture at work look like? Below are examples of three different employers who are at different stages of creating positive workplace culture through the different aspects (Mental, Physical, Cultural, Social wellbeing). Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Jake, an employer at a mid-sized orchard, makes no efforts to create a healthier and more supportive work environment. This leads to employees burning out, getting injured, and feeling unsatisfied at work, and eventually leaving the business. A few of Jake’s employees have been struggling with several issues outside of work that have impacted their overall wellbeing and productivity. There are several areas that Jake is neglecting that could be quick, low-effort fixes. Mental Wellbeing: Employees have been feeling increasingly stressed and anxious due to the demanding nature of their work. There is no support at work and people feel uncomfortable bringing up mental health support. Cultural wellbeing: Employees from diverse backgrounds do not feel fully included or understood. They feel like they have to hide a part of their identity at work to fit in. Recognising and celebrating cultural events and traditions, such as Matariki, could foster a more inclusive environment. Physical wellbeing: The team has not received proper training on safe working practices, resulting in frequent injuries and fatigue. Improving health and safety training is essential to protect employees’ physical wellbeing. Social wellbeing: Employees feel isolated as they haven’t formed strong connections with their colleagues. The rural orchard site doesn’t help, as the social scene is limited. There is a lack of social activities and team-building exercises that foster strong relationships among staff. Creating opportunities for social interaction and team bonding is necessary. Jake doesn’t encourage staff to get connected with their local communities in clubs or collectives. Communications Lack of team meetings: The orchard does not have regular team meetings or briefings to ensure everyone understands their tasks, so employees often receive unclear or incomplete instructions, leading to confusion and mistakes. Weak feedback culture: Employees rarely receive feedback on their performance, making it hard for them to improve. Without regular check-ins or performance reviews, employees don’t know if they’re meeting expectations or how they can develop their skills. Implementing a feedback system is essential for employee growth and morale. No Open-Door Policy: Employees don’t feel comfortable approaching Jake with concerns - he is always perceived as too busy, and not very friendly or easy to start a conversation with. The lack of an open-door policy means employees’ ideas and issues often go unheard, adding to their stress and frustration. Creating a more open and approachable environment where employees feel comfortable sharing their concerns is important. Buddy System Lack of Guidance or process: New hires do not have a designated person to guide them through the initial days. Without a buddy, new hires feel lost and overwhelmed, struggling to learn the ropes on their own. A buddy system would provide much-needed support and guidance. No Hands-On Training: New employees do not receive practical training during their induction. The absence of something like a buddy system means new hires miss out on hands-on learning from experienced colleagues, leading to slower skill development and more mistakes. Hands-on training is vital for new hires to learn effectively. Poor Social Integration: New hires find it hard to integrate socially with the team. New joiners are somewhat left to figure out the ropes themselves. This means new joiners may feel disconnected for a longer period of time. Case Study 2 - Doing Well Maisie, the owner and manager of a mid-sized pork farm, has made significant strides in noticing issues in the workplace culture, and making changes to support employee wellbeing. Her efforts have resulted in a more supportive and productive work environment. There is still room for improvement, using tools like communications and buddy systems to get the most out of the culture-building initiatives that are in place. This makes the team more productive and increases job satisfaction. Mental Wellbeing: Maisie understands that rural based farmers are at increased risks of mental health issues due to the geographic isolation, small work teams, and the social stigma amongst farmers about mental health challenges. She puts mental health resources in the breakroom and encourages open conversations about mental health. Cultural wellbeing: Maisie talks to her team about their cultural backgrounds, and makes an effort to acknowledge and sometimes celebrate relevant cultural events, such as Matariki or Diwali. This helps create an environment where employees feel respected and valued, albeit on a somewhat limited scale. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe while conducting day to day tasks, and comply with Worksafe requirements. Social wellbeing: Maisie organises a weekly morning tea where all employees chat and connect. Maisie encourages all staff to connect in with the local catchment group. Communications Morning check in: The farm has a start of shift team huddle to talk through what needs to get done each day, and everyone shares a high and a low from the day before. Two way radios: The station uses two-way radios for real-time communication. Every worker has a radio, and they can talk to each other quickly for both routine work and emergencies. This makes the farm safer and more efficient. Open-Door Policy: Maisie encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Maisie, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Buddy System Warm Welcome: New hires are paired with experienced buddies who greet them on their first day. The buddy meets the new joiner at the farm gate, introduces them to the team, and shows them around the station, including key areas like the barn, paddocks, and emergency exits. Hands-On Training: The buddy provides practical training to the new employee. New hires shadow their buddies for the first few weeks, learning essential tasks such as animal care, machinery operation, and maintenance. This hands-on approach helps them gain confidence and skills quickly. Social Inclusion: The buddy invites the new employee to join any social events, which happen occasionally. Case Study 3 - Excelling Liam is owner and station manager of a rural sheep station. Liam’s workplace is a great example of how good communication, a supportive buddy system, and a focus on wellbeing can create a positive and productive work environment. By going the extra mile, Liam has built a culture where employees feel valued, safe, and motivated, leading to improved productivity and reduced staff turnover. Mental Wellbeing: Liam provides access to counselling services and mental health resources. He also organises mindfulness workshops and encourages the team to discuss mental health openly. Liam regularly acknowledges hard work and celebrates team successes. He also encourages a healthy work-life balance, making sure everyone takes breaks and has time off. Cultural wellbeing: Liam encourages the team to celebrate cultural events and traditions. He ensures that everyone feels included and respected, regardless of their background. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe. Liam arranges for experts to run workshops on topics like first aid, handling livestock safely, and using machinery. This proactive approach reduces accidents and ensures a safe working environment. Social wellbeing: Liam set up a monthly mountain bike club - employees that are interested ride together on Friday evenings. Liam encourages staff to always be learning and improving, including asking for feedback regularly. He encourages managers to also create spaces where team members can come to them with feedback, or asking for feedback. Communications Morning check in: Liam starts the day with a brief ten minute team huddle at the main shed. Everyone talks about the day’s tasks, any concerns, and shares positive news. This helps everyone know what’s happening and where they can pitch in. Two way radios: The station uses two-way radios for real-time communication. Every worker has a radio, and they can talk to each other quickly for both routine work and emergencies. This makes the farm safer and more efficient. Open-Door Policy: Liam encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Liam, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Monthly Newsletters: Liam sends out a monthly email newsletter to all employees. The newsletter includes updates on farm activities, employee achievements and celebrations (like birthdays), upcoming events in the local community, and safety reminders. It’s a simple way to keep everyone informed and engaged. Buddy System Intentional buddy selection: Buddies are selected based on Liam’s assessment of if they have similar hobbies, similar stage of their working career, and might get on well. Employees are happy to take up a buddy role because they know from experience how it helps you feel part of the team really quickly. Warm Welcome: New hires are paired with experienced buddies who greet them on their first day. The buddy meets the new joiner at the farm gate, introduces them to the team, and shows them around the station, including key areas like the barn, paddocks, and emergency exits. Hands-On Training: The buddy provides practical training to the new employee. New hires shadow their buddies for the first few weeks, learning essential tasks such as animal care, machinery operation, and maintenance. This hands-on approach helps them gain confidence and skills quickly. Regular Check-Ins: Buddies and new hires have regular check-ins to discuss progress and address any concerns. These check-ins happen during breaks or at the end of the day, fostering open communication and continuous support. Social Inclusion: As an employer, Liam fosters a sense of community on the station. Liam organises social events like BBQs and after-work gatherings, helping everyone bond. The buddy invites the new employee to join any social events, letting them know when and where they are happening. Click here to find out more on Mentorship & Coaching

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

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; Employment Learning E-Learning - Free to access online modules delivered by Employment NZ. Employer Self-Assessment Checklist (pdf) - Helps you as an employer measure your compliance with minimum employment standards in the workplace. Employer Self-Assessment Guide (pdf) - A comprehensive guide designed to assist in completing the checklist above. Click here to find out more on Starting Employment