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

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

How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the food and fibre sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and Development How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the food and fibre sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and development is important for workers to learn new skills and stay up-to-date with the latest farming methods and technologies to make work more productive. In addition, workers feel valued when they get chances to learn and are more likely to stay with a company. Investing in training builds a skilled, motivated, and loyal team, which is essential for success in this changing industry. Value of Training and Development For information on Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Implementing Training & Development View More For information on Informal Semi-Formal Formal Continuous Professional Development Actions to Take View More Financial Support For information on Government Support Scholarships Bonding Additional Support View More We have created some examples of what training and development looks like for school leavers and career changers What does it look like? See Here Find more information and help here See the page here for more resources to help you in discovering training and development information and opportunities See Here Click here for more on the Value of Training and Development

How do I follow the law and fulfill my obligations as an employer? Understanding employment law and knowing what it expects of you as an employer is key to fostering a healthy relationship between you and your employees. This chapter discusses your minimum legal requirements. Where possible, you should consider going beyond these requirements to attract and retain the best people and support your employees. Your Obligations as an Employer How do I follow the law and fulfill my obligations as an employer? Understanding employment law and knowing what it expects of you as an employer is key to fostering a healthy relationship between you and your employees. This chapter discusses your minimum legal requirements. Where possible, you should consider going beyond these requirements to attract and retain the best people and support your employees. Not complying with employment law may cost you. If you are found in non-compliance you could face financial penalties business as well as paying compensation to employees and lost wages where relevant. Therefore, it is important to get it right now and know when and where to seek extra help. This chapter links often to information on the Government website, Employment NZ. It is noted if a link goes to another provider. The information provided in this chapter is not legal advice. If you are uncertain on any information presented, we recommend you seek advice from a professional. Starting Employment For information on Rights and Responsibilities Good Faith Employment Agreements (Contracts) Types of Workers View More For information on Pay Hour and Breaks Employee expenses Pay & Hours View More Leave & Safety For information on Leave and Holidays Health and Safety View More For information on Policies and Procedures Problems in the Workplace Resolving Problems Ending Employment Ethical Employment Preventing & Addressing Problems View More Find more information and help here If you need help with employee legislation, there are a wide range of rural professionals who can help you such as lawyers and HR consultants. You can also contact Employment New Zealand here if you have a general query or need help with an employment problem. Some extra resources can be found below to check and further improve your employment knowledge; Employment Learning E-Learning - Free to access online modules delivered by Employment NZ. Employer Self-Assessment Checklist (pdf) - Helps you as an employer measure your compliance with minimum employment standards in the workplace. Employer Self-Assessment Guide (pdf) - A comprehensive guide designed to assist in completing the checklist above. Click here to find out more on Starting Employment

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

How do I prepare when hiring a new employee? Being a good employer means understanding and showcasing the benefits and value you offer. Clearly communicating these benefits helps candidates see why they should join and stay with your business, and helps you recognise and improve your offerings. Step 1: Preparing How do I prepare when hiring a new employee? See Below for Information on: Your Offerings Communicating the Job Including Whānau Why should an employee work for you? Being a good employer is more than just ticking the boxes of legal rules . It’s also about understanding and showcasing the benefits and value you offer your employees. When you clearly understand and communicate these benefits, it helps candidates see why they should join and stay with your business. It also allows you to recognise what you offer and how you can improve them to attract and retain the right people. You can understand what you provide your employees by following the guidance in this toolkit. These might include: Workplace Culture (see Workplace Wellbeing and Culture) Mentoring and Coaching (see Mentorship and Coaching ) Training and Development (see Training and Development ) Pay and Benefits (see Your Obligation as an Employer ) Location and Hours (see Your Obligation as an Employer ). What you provide can be as simple or as detailed as you like, as long as it helps you attract and keep the right people for your business needs. Knowing what makes your workplace special can help you stand out against the competition. It is important to remember to be respectful, open, and honest during the hiring process to create a welcoming environment for candidates. It's important for both you and the candidate to have a clear understanding of what the job involves. Defining the skills, experience, qualifications, and the right 'fit' you're looking for can help you find the ‘right person’. ‘Fit’ is about the candidate's personality and how well they align with your team’s values. It is also helpful to determine what the ‘right person’ for you will look like. They should have a mix of qualities that align with your needs and values. Discovering what this looks like for you can be easily done through writing down 4-5 traits you are looking for. Some examples are included below. Understands the role: they have a clear grasp of what the job involves and what will be expected of them. Aligns to your expectations: their values and work ethic match what you’re looking for in an employee. Willing to learn: they show an eagerness to pick up new skills and adapt to new situations. Resilient: they can handle challenges and setbacks without losing motivation. It's helpful to distinguish between 'must-haves' and 'nice-to-haves.' For instance, requiring a driver's licence might exclude capable candidates who could easily get one with a bit of support. In the food and fibre sector, it's essential to be upfront about what the job really entails. While it's tempting to highlight the perks like location, benefits, and lifestyle, it's equally important to share the realities—long hours, early starts, and possible hazards. This honesty is especially crucial for career changers (individuals who change their career often later in life and to seek a new lifestyle). When candidates know exactly what to expect, they can better decide if the role is right for them. This approach leads to a smoother hiring process and decreases the risk that employees leave when reality does not meet their expectations. When candidates know what the job truly involves, they’re less likely to leave after a few months because they feel misled. Providing clarity is simple. Here’s how you can do it: Job Descriptions: Ensure the job descriptions you advertise are clear, simple, and accurate (see the next section for an example). Interview Process: During interviews, reinforce the realities of the role—both the good and the challenging aspects (see further down for more information). Tip! Qualifications aren't always necessary. Sometimes, solid experience is just as valuable. Top Tip: How do I communicate the job well? How do I include whānau? Hiring a new employee isn't just about ticking the legal boxes – it is also about welcoming a whole person into your team. Think about the life experiences they've shared and how these can shape their time at your workplace. Remember, you're not just hiring an individual; they come with their family, friends, and colleagues who support them. This is especially true when employing Māori. Being part of a unit – their whānau, community, and network – can be incredibly important. It plays a big role in their success and, in turn, the success of your workplace. Incorporating these values means including whānau where appropriate during the hiring process, such as during interviews. Embracing this can help create a more supportive and thriving environment for everyone. Click here to find out more on Step 2: Finding

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