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

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

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

Having a strong welcoming / onboarding process is crucial to retaining employees. The first three months on the job are essential as a poor welcome can be a strong motivator for new hires to leave. Why should I onboard new employees? What should I do to prepare for onboarding? Step 6: Welcoming (onboarding) How do I welcome new employees? See Below for Information on: Benefits of Onboarding Preparing for new employees Day One Activities Week One Activities First Three Month Activities Having a strong welcoming process is crucial to retaining employees. The first three months on the job are essential as a poor welcome can be a strong motivator for new hires to leave. Why should I onboard new employees? Welcoming new employees is important for several reasons: Smooth Transition: It helps them quickly get used to the way you do business and who their teammates are Role Clarity: Good onboarding helps new team members understand their role and what is expected of them Training and Productivity: Accurately training employees on their tasks boosts productivity and overall job satisfaction Workplace Culture: A good onboarding process makes the new employee feel welcomed into your workplace culture, enhancing their wellbeing at work. By focusing on how the employee feels about their work and how integrated they are into the workplace, you can significantly boost the chance of them staying with your business longer. How should I prepare to welcome new employees? Before your new employee arrives, it's important to inform your team and prepare for the welcoming process. This includes setting up a buddy system, which you can read more about in Workplace Wellbeing and Culture . Here are some steps to take during this phase: Inform Current Employees: Let your team know about the new arrival and what their role will be Identify a Buddy: Choose a buddy for the new employee who can help them settle in Prepare the Buddy: Provide the buddy with checklists of what needs to be completed and the expectations of their role Schedule Training and Induction Sessions: Organise any necessary training and induction sessions to help the new employee get up to speed. What should I do on day one? An employee's first day should be relaxed while focused on setting them up with the right information and letting them get to know the team. While welcoming plans will differ from business to business, some suggested activities are listed below: Manager Responsibilities Meet and Greet: Meet the employee at an agreed location and time on their first day. Depending on how you conduct your welcomes, a mihi whakatau or a pōwhiri may be an appropriate way to welcome your new employee. For more information see Māori Cultural Confidence Introductions (whakawhanaungatanga): Introduce the employee to the team and their buddy to build connections and relationships Complete Paperwork: Finalise any outstanding paperwork (see above for more information) End-of-Day Meeting: Schedule a brief meeting at the end of the day to address any questions or concerns. Buddy Responsibilities (or other responsible person) Tour: Give them a tour of the grounds or facilities Policies and Procedures: Go over key business policies or procedures Health and Safety: Provide a health and safety briefing Training and Induction: Deliver scheduled training and induction sessions for their role Equipment Setup: Ensure the new employee has all the right equipment. What should I do on week one? The first week should build on the activities of day one, ensuring the new employee feels welcomed and comfortable with their role and expectations. Here are some suggestions: Manager Responsibilities End-of-Week Meeting: Schedule a meeting at the end of the week to discuss the employee's progress and any challenges they might be facing. Allow time for the new employee to provide feedback and address any questions or concerns. Buddy Responsibilities (or other responsible person) Training and Induction: Complete any scheduled training and induction sessions for their role Tool and System Familiarity: Ensure the employee is comfortable using all necessary tools and systems Shadowing Sessions: Set up shadowing sessions where the new employee can observe their buddy or a colleague to learn about day-to-day tasks Planning: Set a plan for the following months to ensure the employee is confident in their role. What should I do in the first three months? The next three months builds upon the activities of week one to ensure the new employee is confident in their role, understands what is expected of them, and delivers to the best of their ability. Here are some suggested actions: Manager Responsibilities Skill Development: Identify areas where skill development is needed and build a plan to address this. See Training and Development for a step by step process of how to effectively do this Setting Expectations: Set clear expectations for the role and performance moving forward. Buddy Responsibilities (or other responsible person) Regular Check-ins: Conduct regular check-ins to ensure the employee is fitting in well Ongoing Training: Continue delivering training and induction sessions as needed Skill Assessment: Test the employee's ability to operate tools and equipment if necessary. Click here to find out more in our Case Study Example