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

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

Access the Food and Fibre toolkit in an podcast style format so you can listen on the go. Audio and Video Toolkits The Toolkit has been recorded in a podcast style format so you can listen on the go Audio: Video: For offline listening, download the audio version (hover mouse over each episode) Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied

Why is training and development important? Manage risk in the business, improve productivity, iIncrease morale and motivation, retain good staff. Value of Training and Development Why should I focus on training and development? See Below for Information on: Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Why is training and development important? Manage risk in the business: Meet minimum standards for health and safety, operating equipment, and looking after themselves and others. Improve productivity: Training enhances employees' skills, leading to more efficient and effective work. Well-trained employees make fewer mistakes, saving time, cost, and resources. Increase morale and motivation: Training empowers employees, boosting confidence and morale. Opportunities for growth and development keep employees motivated and engaged. Upskilling can help staff feel like they have something important to offer the team, and can help build a sense of self, identity, and positive wellbeing. Retain good staff: Employees are more likely to stay with a business that invests in their development. Providing growth opportunities can foster loyalty. Training and development can cost businesses a lot if it is done ineffectively. Below are a few principles that can help you decide how to approach training and development for your employees and business. How do I know what training and development is right for my employees? 1. Meet your minimum requirements Core training: Ensure that basic skills required for safe operation are continuously upheld. This is fundamental to any training and development programme. Set Clear Expectations: Clearly outline the basic skills that all employees need to know. For training and development beyond that, make it clear whether you expect employees to proactively seek out training opportunities or if you will provide suggestions / options. 2. Ensure training is relevant Align with Business Goals: Make sure training programs are directly linked to your business needs. Job-Specific Skills: Focus on skills and knowledge that are immediately applicable to employees' roles. (see Attracting the Right Individuals on writing effective job descriptions) 3. Promote continuous learning Ongoing Development: Encourage employees to continuously improve (see a simple process for doing this below ). Also, see how mentors and coaches can support continuous learning in Mentorship and Coaching . 4. Make training accessible Work with employees: Work with employees to understand their motivations, goals, learning styles, schedule, and any barriers to training and development they may have. See more in Workplace Wellbeing and Culture and Māori Cultural Confidence. Remove barriers: Where practical provide support to ensure the best outcome for the employee and your business. 5. Measure and evaluate effectiveness Track Progress: To ensure the training and development you are delivering or supporting is relevant and effective, tracking employee progress will be important. There are a range of ways to do this outlined below. This information can help you adjust and refine to get better results. What are some myths about training and development? Myth 1: Training and development is expensive Lots of training and development is free / low cost - so cost may not always be a barrier. You/your employees may be able to access government or industry financial support (see the page on Financial Support ). Some things are more expensive but worth it. Ensuring the training is relevant to your business will help determine whether it is a worthwhile investment. You can share costs with your employee and/or implement a bonding agreement for the cost of courses to ensure return on your investment. Myth 2: If I train my staff, they will leave (or want more pay) It is often true that when an employee feels they are adding more value to a business they expect to be paid at a higher rate. Working out a development plan, and being transparent with employees about the requirements for different types of roles / skills / knowledge and the value you relate to those will help manage expectations. A simple process for this is outlined here . It can also be true that training and development can advance employees' career pathway expectations and if there is no clear ‘next step’ in their current business they may go elsewhere. Sharing your expectations and the opportunities in your business as transparently as possible with employees will help them understand where you are at. Employees upskilling and leaving can still support your business in the longer-term both through reputation and returning of previous staff. When the majority of employers in the sector take this approach it also increases the skill base of all employees. Myth 3: Training takes staff out of work leaving me understaffed There are a range of options for learning - many of which are work-based and/or flexible and will fit in easily within a week (i.e. part time or outside of work hours training) Training and development is a great thing to focus on when the season is not so busy such as over winter for some industries. Myth 4: There are no training or development courses relevant to my business, so I have to do it myself There has been a lot of change in the government’s approach to industry training and development over the past five years. This has resulted in a lot of change in the types and range of training and learning available. Something more suited to your business may have been recently made available or in the pipeline. Share what training and development you want with your Workforce Development Council - Muka Tangata . It is their job to recommend changes to the system to ensure industry needs are being met. Myth 5: It is impossible for employees with literacy and numeracy difficulties to do training and development Training and development might look different for these employees, however, there are different guidelines and resources available (e.g. from Primary ITO , NZQA , Ako Aotearoa , Literacy Aotearoa , Pathways Awarua ) for working with learners struggling with literacy and numeracy. This includes employees who are alliterate, or may have dyslexia or another form of neurodiversity. What is Te Ara Poutama? Poutama are a stepped pattern seen in toi Māori (Māori arts) such as tukutuku panels or in woven mats. It is a symbol of whakapapa (genealogy) and can represent levels of learning and achievement. This pursuit of higher learning is heard in the pūrākau (story) of Tānenuiarangi, who sought the three baskets of knowledge from the topmost heaven. Each iwi (tribe) has their own version of this story. Some iwi identify this pūrākau with the figure Tāwhaki. The stepped pattern in the poutama is often interpreted as Tāne’s ascendency. This approach to learning is grounded in a Māori worldview as an ongoing and continuous journey of growth and expansion. This is also an example of the importance of educational achievement and the pursuit of knowledge is a shared view among many cultures. Should you wish to learn more about Tāne’s pursuit of the baskets of knowledge, a version of the pūrākau was produced by KIWA Digital which you can find here . Click here to find out more on Actions to Take

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 do I hire and onboard new employees so they stay for longer? How can I create a positive environment that boosts job satisfaction? How do I grow my understanding of Māori experiences in the workplace? 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 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

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

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

This section includes links to some resources that will support your journey and build your confidence in understanding te ao Māori, including on te ao Māori, te reo Māori, Muka Tangata, Other More Information and Help External resources on Māori Cultural Confidence This section includes links to some resources that will support your journey and build your confidence in understanding te ao Māori. Te ao Māori E-Tangata: Understanding Mātauranga Māori - An article by Hirini Moko Mead on understanding Mātauranga Māori New Zealand Intellectual Property Office: Māori IP - Describes what Māori IP is Hirini Moko Mead: Tikanga Māori Book - A comprehensive published book on living by Māori values Te Ara: Whakapapa - An article on whakapapa and what it means Mana: The Importance of Whanaungatanga - An article of whanaungatanga and what it means Te Ara: Families and Hospitality - How to show hospitality through Māori values Ngati Porou: Kaitiakitanga - How to be a kaitiaki for the environment Te Papa: Maramataka - Resources on learning about Maramataka Te Ara: Pōwhiri Process - An article on the pōwhiri process and what it means Te Ara: Tangihanga - An article on tangihanga and what it means Te Reo Māori Reo Māori: Māori Language Week - A description on what Māori language week is Reo Māori: Resources - A list of resources to learn te reo Māori Reo Māori: Where to Learn - Education opportunities to learn te reo Māori Reo Māori: Learn your Mihi - Where to start in learning your mihi Reo Māori: Guide for Pronunciation - How to pronounce the Māori alphabet and words Mahuru: Mahuru Challenge - Set a challenge to help you improve in te reo Te Taura Whiri: Māori Language Commission - A website with dedicated resources on learning te reo Māori Te Taura Whiri: Language Planning Resources - Resources to help set you up to learn te reo Māori Muka Tangata Muka Tangata is the Workforce Development Council dedicated to the food and fibre sector. Their focus is on improving vocational education and training to meet the needs of the sector, iwi and hapū, ākonga (learners), and kaimahi (workers). They collaborate with industries and education providers to offer skills leadership, develop qualifications and standards, and ensure quality assurance. Below are some suggested links regarding implementing te ao Māori in the food and fibre sector: Muka Tangata: Online Seminars - Registration to on seminars to understand how to incorporate Mātauranga Māori at work Muka Tangata: Successful Māori-Centric Practices and Models - Evidenced ways to incorporate Māori values at work Muka Tangata: Skills Framework for Food and Fibre Sector - A framework of skills with te ao Māori embedded throughout Food and Fibre CoVE: Food and Fibre Māori Leadership Development Framework - In development in conjunction with Muka Tangata Other Te Puni Kōkiri: Directory of Iwi and Māori Organisations - To find and discover locations of Māori groups Te Whata: Māori Census Data - To understand more on Māori location and data available Ministry for Primary Industries: Path for Prosperity (pdf) - Plan to support Māori food and fibre sector Reserve Bank of New Zealand: The Māori Economy (2018) - Report on the Māori economy Te Puni Kōkiri: Māori in Horticulture (2020) - A report on the size and share of Māori in the horticulture sector Click here to find out more on Elements of te ao Māori