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

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

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

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

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

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