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

Learn how to select the best candidate for your role with effective interviewing techniques, psychometric testing, and pre-employment trials. Discover tips for building connections, assessing skills, and ensuring a fair and inclusive selection process. Access resources to streamline your hiring and find the perfect fit for your business. Step 4: Selecting How do I decide which person is best for the role? See Below for Information on: Interviewing Psychometric Testing Pre-Employment Trials How do I interview the candidates? ‘Interviewing’ the chosen candidates can range from a casual conversation to a formal question-based interview. It's important to consider the kind of person you are looking for, the type of business you run, and the technical/transferrable skills and experience you need to decide on the best selection method. No matter which method you use, focus on getting to know the person. Utilising whakawhanaungatanga—making and keeping connections—can be a great concept to use during this step and throughout your relationship with the candidate. By focusing on building connections and getting to know each other, the candidate is likely to have an authentic experience and accurate image of your business. Completing interviews, or having conversations with candidates, can be as casual or formal as you like. Tip: During interviews, it's important to be aware that not all cultures talk about themselves the same way. Being accommodating and focusing on skills and experience can help make sure you don't discount their abilities. Providing the opportunity for interviewees to have a support person with them can also be valuable. Interview types Type Casual Semi-Formal Formal Description This can look like meeting up for a cup of coffee and having a conversation with the candidate about their experience and what they can bring to the role. Specific questions may not be needed if the role doesn’t require much technical skill. This sits between the casual and formal types. This can look like a more formal conversation with the candidate where some predetermined questions are asked. However, these questions don’t need to be scored or recorded and the conversation can be more flexible to cater to each candidate. This still looks like a conversation in a comfortable space for both you and the candidate. This can look like a sit down interview in a private room where you ask the candidate a list of set questions, write and record their answers, and score the answers against predefined criteria. This type of interview makes sense for more technical roles in a larger business. Pros Short and simple Can put you and the candidate at ease Great for roles which don’t need much experience Great to get to know the personality of the applicant better Ensures answers which help evaluate a candidate's ability to complete the job Helps assess candidates as answers can be compared Can put the candidate at ease as more of a casual approach Scored approach means it is easier to evaluate candidates against each other Recorded answers means better memory of what each candidate said Provides a thorough way of assessing and comparing candidates Cons May be too short and informal to fully understand a candidate's qualifications and experience May not give you an opportunity to ask all the questions you need Answers may not be remembered as not recorded As answers are not being scored or recorded it may be hard to remember what each candidate said Flexible approach may mean each candidate is not asked the same questions making comparison harder Requires more preparation and effort More formal approach may not be appropriate for the role or the desired candidates Can be uncomfortable for candidates who are not used to interviews, meaning a true representation of the person isn’t given Many industry specific questions have been published online. Such as from; Dairy NZ Beef + Lamb Tip: Some questions should not be asked during the interview process as they can be seen as discriminatory. The Employment NZ website here has a list of these questions. What is psychometric testing? Psychometric testing is a way to reduce the number of candidates applying for a role and measures a person's ability and personality traits relating to the role. This type of selection method is particularly useful to larger businesses. More information can be found by Hayes Recruitment here and Seek NZ here . How do I conduct pre-employment trials during an interview process? It is possible during the interview process to ask the job applicant to perform tasks so you can assess whether they have the skills needed for the job. This is called a pre-employment trial, but it's important to follow proper procedures to ensure it is not considered employment. More information can be found on The Employment NZ website here . Click here to find out more on Step 5: Hiring

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

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

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

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

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

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