The CGF 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 should we care about retaining our people? Tēnā koe, The Employer Toolkit is now owned and managed by the Construction Growth Foundation (CGF). Originally developed by the Food & Fibre Centre of Vocational Excellence, this practical resource will continue to support New Zealand employers and will be progressively updated with information and tools tailored to the construction sector. Construction and infrastructure are central to New Zealand’s economy and future development. As of March 2026, Te Waihanga’s National Infrastructure Pipeline contained $274.4 billion of planned initiatives at different stages of funding, planning and delivery. Attracting people is only part of the challenge. The former Workforce Development Council for Construction and Infrastructure, reported that the construction and infrastructure sectors have attracted more than 80,000 new entrants a year on average since 2015, but only approximately one-quarter remain in the workforce five years later . Its research identifies workplace culture, management capability, supervision, wellbeing and access to support as important influences on workforce retention. When someone leaves, businesses can lose the time, knowledge and resources invested in their recruitment, induction, supervision and development. High turnover can also place additional pressure on teams and affect productivity and project delivery. Creating a supportive workplace, setting clear expectations and investing in people’s development can help businesses improve retention, wellbeing and performance. Investing in the people who build New Zealand strengthens individual businesses and helps develop the workforce needed for the sector’s future. View More Listen to the Audio Version here Download the Employer Toolkit Booklet

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 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 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. Formal 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 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

As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Financial Support What financial support is available for training and development? See Below for Information on: Government Support Scholarships Bonding Additional Support As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Here's a look at some options: What government financial support is available? New Zealand Apprenticeships linked here : Employers can access funding through the New Zealand Apprenticeship scheme which provides support for training apprentices in various construction industries. Regional Apprenticeship Initiative (RAI) linked here : Aimed at regional New Zealand, this initiative provides financial support to employers to take on and train new apprentices. Mana in Mahi – Strength in Work linked here : This program offers subsidies and incentives to employers who take on job seekers, including support for training and development. Ministry of Social Development linked here (MSD): MSD provides several funding opportunities to pay for wages and training. This includes programmes that help job seekers get the skills they need to meet the requirements of a job, funding and support to help with short-term pre-employment or in-work training to gain industry-specific skills needed for a job. What scholarships are available? Various organisations offer scholarships for vocational education in construction such as the Construction Growth Foundation (CGF ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. How do I bond employees? Employer-initiated bonding Employers can create bonding agreements where they provide financial support for an employee’s education or training in exchange for a commitment to stay with the employer/business for a specified period. This ensures that the investment in training benefits the employer. A bond means that an employee would be asked to return any agreed upon funding for external courses if they leave within a specific time period (usually one to two years). Example of a bonding scheme Employee Kate wants to improve her leadership skills both so she can be a more effective supervisor in her workplace, but also so she can contribute to wider industry initiatives such as her local catchment group. Her employer, Barbara sees the value in supporting Kate with her course. She offers to pay for 50% of the course for Kate. To ensure this investment is returned Barbara stipulates that if Kate leaves within the next 12 months she would need to pay back the 50% contribution. Click here to find out more on Case Study Examples

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 construction 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 construction 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 construction 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

What is te ao Māori? Te ao Māori or the Māori world, is deeply connected to the natural environment. Like many indigenous cultures globally, Māori believe that we are not only from the land but of the land. What is Mātauranga Māori? What is te reo and tikanga Māori? What is whakapapa? Elements of te ao Māori What are the fundamental elements of te ao Māori? See Below for Information on: Te ao Māori Mātauranga Māori Te Reo & Tikanga Māori Whakapapa What is te ao Māori? Te ao Māori or the Māori world, is deeply connected to the natural environment. Like many indigenous cultures globally, Māori believe that we are not only from the land but of the land. What is Mātauranga Māori? Mātauranga Māori refers to Māori knowledge systems that have evolved over hundreds of years. This knowledge spans various topics, including education and kaitiakitanga (guardianship / stewardship) of the taiao (environment). While there have been historical conflicts with other knowledge systems, such as Western science, Mātauranga Māori exists alongside and complements these systems. Its application to the food and fibre sector continues to be explored and appreciated. Example One Mātauranga Māori can be applied through the practice of rāhui, a traditional method of temporarily restricting access to certain area of land. A rāhui might be placed on a building site if someone dies as a respect to the dead. Example Two Mātauranga Māori can be applied through the practice of rāhui, a traditional method of temporarily restricting access to certain area of land. A rāhui might be placed on a building site if human bones–known in te reo Māori as kōiwi tangata-are unearthed on a building or excavation site. Unearthing an ancestor means the ground is suddenly recognized as a sacred resting place (wāhi tapu or urupā). A rāhui acts as a spiritual and physical boundary to separate the living and everyday activities from this sacred, highly charged state until proper protocols are observed. What is te reo and tikanga Māori? Te reo and tikanga Māori are expressions of the Māori culture. Te reo Māori is the Māori language. Although there is one common language, there are many dialects across the country (for example in parts of the South Island there is the use of ng and in other areas they use k - Ngāi Tahu and Kāi Tahu are both used). Tikanga Māori are practices and customs that are widely accepted as to how things should be done within the Māori culture. For instance, a common tikanga is to avoid sitting on tables, as they are places where food is eaten. Understanding and respecting these practices can foster a more inclusive workplace. Additionally, kawa, is also an important concept in Te Ao Māori alongside tikanga. It is generally used and observed in more formal settings. What is whakapapa? Whakapapa is the concept of genealogy, crucial for understanding the connections between people, places, and events. It is fundamental to grasping identity, relationships, and heritage within the Māori culture. Recognising the importance of whakapapa can help employers appreciate the interconnectedness valued in Māori culture, enhancing workplace relationships and cohesion. Click here to find out more on Te ao Māori at Work References Hirini Moko Mead, 2022. https://e-tangata.co.nz/comment-and-analysis/understanding-matauranga-maori/ Reo Māori, 2024. https://www.reomaori.co.nz/ 4 Hirini Moko Mead, 2016. https://huia.co.nz/products/tikanga-maori-living-by-maori-values-revised-ed?srsltid=AfmBOoq8ltwjtJMs_zgs-OaWdOgT7MKFNUWgPENDU7gMGR-mrhT_BIrt 5 Rāwuru Taonui, 2011. https://teara.govt.nz/en/whakapapa-genealogy

What does good wellbeing and culture at work look like? Below are three illustrative examples of employers at different stages of building a positive workplace culture across mental, physical, cultural and social wellbeing. They are not intended to represent any individual, organisation or industry. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Jake, an employer at a mid-sized tiling business, makes no efforts to create a healthier and more supportive work environment. This leads to employees burning out, getting injured, and feeling unsatisfied at work, and eventually leaving the business. A few of Jake’s employees have been struggling with several issues outside of work that have impacted their overall wellbeing and productivity. There are several areas that Jake is neglecting that could be quick, low-effort fixes. Mental Wellbeing: Employees have been feeling increasingly stressed and anxious due to the demanding nature of their work. There is no support at work and people feel uncomfortable bringing up mental health support. Cultural wellbeing: Employees from diverse backgrounds do not feel fully included or understood. They feel like they have to hide a part of their identity at work to fit in. Recognising and celebrating cultural events and traditions, such as Matariki, could foster a more inclusive environment. Physical wellbeing: The team has not received proper training on safe working practices, resulting in frequent injuries and fatigue. Improving health and safety training is essential to protect employees’ physical wellbeing. Social wellbeing: Employees feel isolated as they haven’t formed strong connections with their colleagues. The rural orchard site doesn’t help, as the social scene is limited. There is a lack of social activities and team-building exercises that foster strong relationships among staff. Creating opportunities for social interaction and team bonding is necessary. Jake doesn’t encourage staff to get connected with their local communities in clubs or collectives. Communications Lack of team meetings: The team does not have regular meetings or briefings to ensure everyone understands their tasks, so employees often receive unclear or incomplete instructions, leading to confusion and mistakes. Weak feedback culture : Employees rarely receive feedback on their performance, making it hard for them to improve. Without regular check-ins or performance reviews, employees don’t know if they’re meeting expectations or how they can develop their skills. Implementing a feedback system is essential for employee growth and morale. No Open-Door Policy : Employees don’t feel comfortable approaching Jake with concerns - he is always perceived as too busy, and not very friendly or easy to start a conversation with. The lack of an open-door policy means employees’ ideas and issues often go unheard, adding to their stress and frustration. Creating a more open and approachable environment where employees feel comfortable sharing their concerns is important. Buddy System Lack of Guidance or process : New employees do not have a designated person to guide them through the initial days. Without a buddy, new hires feel lost and overwhelmed, struggling to learn the ropes on their own. A buddy system would provide much-needed support and guidance. No Hands-On Training : New employees do not receive practical training during their induction. The absence of something like a buddy system means new employees miss out on hands-on learning from experienced colleagues, leading to slower skill development and more mistakes. Hands-on training is vital for new hires to learn effectively. Poor Social Integration : New employees find it hard to integrate socially with the team. New employees are somewhat left to figure out the ropes themselves. This means new employees may feel disconnected for a longer period of time. Case Study 2 - Doing Well Maisie, the owner and manager of a mid-sized Quantity Surveying consultancy and has made significant strides in noticing issues in the workplace culture, and making changes to support employee wellbeing. Her efforts have resulted in a more supportive and productive work environment. There is still room for improvement, using tools like communications and buddy systems to get the most out of the culture-building initiatives that are in place. This makes the team more productive and increases job satisfaction. Mental Wellbeing: Maisie understands that increased stress can cause mental health issues due to heavy workloads. She puts mental health resources in the breakroom and encourages open conversations about mental health. Cultural wellbeing: Maisie talks to her team about their cultural backgrounds, and makes an effort to acknowledge and sometimes celebrate relevant cultural events, such as Matariki or Diwali. This helps create an environment where employees feel respected and valued, albeit on a somewhat limited scale. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe while conducting day to day tasks, and comply with Worksafe requirements. Social wellbeing: Maisie organises a weekly morning tea where all employees chat and connect. Maisie encourages all staff to connect in with the local design fraternity. Communications Morning check in : The team start with a quick team huddle to talk through what needs to get done each day, and everyone shares a high and a low from the day before and if anyone needs help. Open-Door Policy : Maisie encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Maisie, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Buddy System Warm Welcome : New employees are paired with experienced buddies who greet them on their first day. The buddy meets the new employee at the site, introduces them to the team, and shows them around the workplace, including key areas like emergency exits. Hands-On Training : The buddy provides practical training to the new employee. New employees shadow their buddies for the first few weeks, learning essential tasks such as contractor engagement, office protocols, and upcoming projects. This hands-on approach helps them gain confidence and skills quickly. Social Inclusion : The buddy invites the new employee to join any social events, which happen occasionally. Case Study 3 - Excelling Liam is owner and manager of an architectural design practice. Liam’s workplace is a great example of how good communication, a supportive buddy system, and a focus on wellbeing can create a positive and productive work environment. By going the extra mile, Liam has built a culture where employees feel valued, safe, and motivated, leading to improved productivity and reduced staff turnover. Mental Wellbeing: Liam provides access to counselling services and mental health resources. He also organises mindfulness workshops and encourages the team to discuss mental health openly. Liam regularly acknowledges hard work and celebrates team successes. He also encourages a healthy work-life balance, making sure everyone takes breaks and has time off. Cultural wellbeing: Liam encourages the team to celebrate cultural events and traditions. He ensures that everyone feels included and respected, regardless of their background. Physical wellbeing: Regular health and safety training is conducted to keep everyone safe. Liam arranges for experts to run workshops on topics like first aid, good work station setup, and being safe on site. This proactive approach reduces accidents and ensures a safe working environment. Social wellbeing: Liam set up a monthly mountain bike club - employees that are interested ride together on Friday evenings. Liam encourages staff to always be learning and improving, including asking for feedback regularly. He encourages managers to also create spaces where team members can come to them with feedback, or asking for feedback. Communications Morning check in : Liam starts the week with a brief ten minute huddle at the office. Everyone talks about the day’s projects, any concerns, and shares positive news. This helps everyone know what’s happening and where they can pitch in. Open-Door Policy : Liam encourages team members to share their thoughts and concerns anytime. Employees feel comfortable talking to Liam, and are not scared to ask questions, knowing they will be heard and respected. This builds trust and a positive work culture. Buddy System Intentional buddy selection : Buddies are selected based on Liam’s assessment of if they have similar hobbies, similar stage of their working career, and might get on well. Employees are happy to take up a buddy role because they know from experience how it helps you feel part of the team really quickly. Warm Welcome : New employees are paired with experienced buddies who greet them on their first day. The buddy meets the new employee at the office, introduces them to the team, and shows them around the office, including key areas like the emergency exits. Hands-On Training : The buddy provides practical training to the new employee. New employees shadow their buddies for the first few weeks, learning essential tasks such as filing protocols, client engagement, and software systems. This hands-on approach helps them gain confidence and skills quickly. Regular Check-Ins : Buddies and new employees have regular check-ins to discuss progress and address any concerns. These check-ins happen during breaks or at the end of the day, fostering open communication and continuous support. Social Inclusion : As an employer, Liam fosters a sense of community in the office. Liam organises social events like BBQs and after-work gatherings, helping everyone bond. The buddy invites the new employee to join any social events, letting them know when and where they are happening. Click here to find out more on Mentorship & Coaching

How to start employment well and kick off your relationship with the employee. See below for information on rights and responsibilities, good faith, employment agreements (contracts) and types of workers. Starting Employment How to start employment well and kick off your relationship with the employee See Below for Information on: Rights & Responsibilities Good Faith Employment Agreements (Contracts) Types of Workers What are employee rights and my employer responsibilities? As an employer, it's important to know the basic requirements for every employee. This includes: A written employment contract : Have a written contract for each employee that outlines the terms of their employment (see more information below) Minimum wage : Pay at least the minimum wage for all hours worked (see more information below) Payment method : Make payments in cash unless another method (like direct credit) is agreed between both you and the employee. See more information here . Employees are also entitled to specific leave and break times (detailed below). It is important to keep records to show you are being compliant with the law. This can also help you avoid misunderstandings and protect you if problems come up. You can find more about this here . What is acting in 'good faith'? Building a strong relationship with your employees starts with acting in ‘good faith’. Good faith holds up the relationship you have with your employees. This is especially important when dealing with tough situations, like performance issues or misconduct. Here are three key principles to keep in mind: Honesty : Don't mislead or deceive. Always be upfront and truthful Communication : Be responsive and keep communication open Transparency : Before making a decision which is relevant to an employee, provide them with all the information they need to understand the situation and give them a good chance to share their thoughts. Under the law, all parties in an employment relationship must: deal with each other in good faith, have good reason for their actions, and follow a fair process. More information on good reason and fair process can be found here and here . If an employer is found to have breached 'good faith', they could face significant financial penalties. For more details on acting in good faith, see here . What are employment agreements (contracts)? Every employee must have a written employment agreement (sometimes referred to as a ‘contract’), which makes it clear what is expected from them. There are two types of employment agreements: Individual employment agreement (IEA) This is between you (the employer) and an individual staff member The details of the contract only apply to that specific employee Independant or Subcontractor agreement A self-employed individual or business hired by a head (main) contractor to perform specific tasks on a larger project The terms are agreed between you (the employer) and the self-employed individual or business. Drug and Alcohol Testing If you have a reasonable belief that employees could be under the influence of something or not sober at work, or that testing is needed to manage risks to health and safety, it is important to consider clauses around drug and alcohol testing. You can find more information on testing here . Employment Agreement Templates Templates to build employment agreements can be found at; Business.govt.nz linked here - A free employment agreement builder to create a tailored employment agreement. This is not specific to the food and fibre sector. Independent / Subcontractor Agreements here Job Descriptions Job descriptions are also helpful tools so both you and the employee understand the expectations of the role. You can find skills to include which are relevant to your roles on job seeker websites such as; Seek.co.nz TradeMe Jobs You can find PDF templates for job descriptions at; Careers NZ - For a generic job description template There is also mandatory paperwork that must be completed for each new hire, such as IR330 tax declaration and Kiwisaver forms. See Attracting the Right Individuals for more information. Trials and probationary periods As an employer, you may want to use a trial or probationary period to know for sure if an employee can effectively complete the job. This must be written into the employment contract and agreed to by the employee. For more information on 90 day trial periods, see here . What are different types of workers? It is important to understand whether a worker is an employee or a contractor. Employee: Someone hired to do work for wages or a salary under an employment agreement. Contractor: Someone hired to perform services under a ‘contract for services’. To determine whether your workers are contractors or employees you can find legal test guidance here (intention test, control vs independence test, integration test, and fundamental / economic reality test) which can help decide whether someone is an employee or contractor. Knowing whether a person is a contractor or an employee is vital to ensure they are on the right contract. If you hire someone as a contractor when they should be an employee, you might end up paying extra costs like unpaid tax, unpaid minimum wages, unpaid kiwisaver and unpaid leave entitlements. While there are a range of factors that can determine whether someone is an employee or a contractor, we have considered some of these in the scenarios below. If you are unsure if someone is an employee or a contractor, you should seek legal advice on this. Click here to work out if you should have a contractor vs employee Types of Employees There are three types of employees: Permanent (full-time or part-time) employees: Ongoing employment at a workplace Fixed-term (full-time or part-time) employees: Ongoing employment which ends on a specified date or event Sub Contractor : Type of fixed term employee where work finishes at the end of the project see here For more detailed information on each employee type see here . However, you can use this quick table to gain a quick understanding of how they differ. There are also other types of workers with different requirements that need to be met, such as: Apprentices and trainees: For workers learning on the job and growing the skills they need to succeed. See more information here . Volunteers and studentships: For unpaid roles who are not employees and therefore not covered by employment law. See more information here . Triangular employment situations: Where three parties are involved in an employment arrangement. See more information here . Employment Linked to Visas (and Accredited Schemes) There are visas available to migrant workers. Some of these require employers to be accredited through government immigration schemes. These may include additional obligations and working conditions from the employer beyond the minimum requirements. For more information, see here . Tip! You should always check if a potential worker has the right to live and work in Aotearoa New Zealand prior to hiring them. Click here to find out more on Pay & Hours

Creating a happy and healthy workplace is important to ensure the job satisfaction of your employees. When our employees feel good and the work culture is positive, everyone benefits. A supportive and friendly workplace doesn't just increase job satisfaction—it also boosts productivity and keeps your team motivated and committed. Having a strong workplace wellbeing and culture presence can help you on this journey. Workplace Wellbeing and Culture How can I create a positive environment that boosts job satisfaction? Creating a happy and healthy workplace is important to ensure the job satisfaction of your employees. When our employees feel good and the work culture is positive, everyone benefits. A supportive and friendly workplace doesn't just increase job satisfaction—it also boosts productivity and keeps your team motivated and committed. Having a strong workplace wellbeing and culture presence can help you on this journey. Elements of Wellbeing For information on Workplace wellbeing Mental wellbeing Physical wellbeing Cultural wellbeing Social wellbeing View More Communication For information on Communication Principles Delivering Communications with Impact Communication Channels Case Study View More Buddy Systems For information on Principles of a Buddy System Supporting Buddies Role of the Employer Steps Case Study View More What does it look like? We have created some examples of what different levels of workplace culture looks like, including the elements of wellbeing, communication and buddy systems See Here Find more information and help here See the page here for more resources to help you in your journey of uplifting workplace wellbeing and culture See Here Click here to find out more on Elements of Wellbeing

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 Joiner 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: Joiner Location: Matamata, Waikato, New Zealand About us: We are a family-owned joinery business that has been operating successfully for 20 years. Our team is a supportive and we consider our business as a 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: Y o u will be responsible for manufacturing, assembling, and installing a range of timber products and custom joinery. You will work from plans and specifications to ensure projects are completed accurately, efficiently, and to a high standard. Key Responsibilities: Manufacture and assemble custom joinery Read and interpret plans, drawings, and specifications Operate woodworking machinery, power tools, hand tools safely Install joinery onsite when required Requirements: Right to work in New Zealand Relevant trade qualification preferred Previous experience as a Joiner, Cabinetmaker, or in a similar role 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 Ongoing pipeline of regular work 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 such as TradeMe and Seek.co.nz 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. You can see some more information here. Industry-School Engagement Starter Kit Small and medium employers often want to work with schools but are not sure where to start or have tried once and found it hard to keep going. 
Different calendars, language, and expectations can make it difficult to turn goodwill into a clear plan that works for both sides. The Inspiring the Next Generation Starter Kit is designed for those employers.
It offers simple, practical guidance to help you connect with schools, engage with students, and build a future talent pipeline into vocational careers. Developed with ConCOVE Tūhura, ThinkPlace, and a wide range of sector stakeholders, the Starter Kit brings together insight from educators, employers, and people who sit between both worlds. Download Inspiring The Next Generation Starter Kit Word of Mouth 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 need to 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 such as: Seek TradeMe You can also consider listing a vacancy with the Work and Income website here . 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 the Employment NZ website or Immigration New Zealand website for more information. What should I keep in mind when hiring impaired workers? Have you considered the strengths people with impairments could bring to your team in the construction sector? Many individuals with impairments 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 impairment awareness training, helps build a respectful, welcoming culture where everyone can thrive. Ultimately, embracing impairment 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

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) While these tasks may be delegated, it is ultimately the employer's responsbility. 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

A good mentoring and coaching system in the construction sector incorporates the Tuakana-Teina concept, which emphasises the relationship between an experienced mentor and a less experienced mentee. It takes into account how people learn, the inherent value of mentoring and coaching, and the essential elements that contribute to effective mentoring and coaching practices. What Good Looks Like What does a good mentoring and coaching system look like? See Below for Information on: Tuakana & Teina How People Learn The Value Key Elements Understanding tuakana and teina (Māori mentoring/coaching concept) Learning is a shared journey, often involving many parties. This is no different in te ao Māori. The term tuakana can be understood as an older sibling, and teina can be understood as the younger sibling. In the context of mentoring and coaching, the relationship between tuakana and teina can be understood as a more senior experienced individual (tuakana) supporting a younger less experienced individual (teina) to learn and grow. In many cases this relationship can lead to mutual learning. This gradual, mutual learning process is known as 'ako' in te ao Māori, and it includes the dual roles found in the tuakana-teina relationship. The aim is to help learners feel a sense of belonging in their learning environment and to provide any additional support they might need. This relationship goes both ways and is voluntary, with both parties learning from each other, rather than being driven by monetary value. This dynamic is context specific, for example in your workplace the mentor may represent the tuakana and a new hire may represent the teina. But in a different situation this relationship may change. For example, in a cultural environment the new hire may actually be the tuakana, and the mentor may be the teina. This is something to be aware of. How do people learn? The 70:20:10 rule provides a useful rule of thumb for understanding how people learn and develop: What is the value of mentoring and coaching? Mentoring and coaching is important for the following reasons. Enhanced performance: Mentoring and coaching improves employee performance by providing guidance, support, and feedback that they need. Increased retention : When your employee feels supported and can see clear paths for growth they are more likely to stick around. Improved confidence : Regular chats with mentors and coaches can boost confidence and people skills, leading to better decision-making and leadership. Creating a positive culture : A culture of mentoring and coaching encourages teamwork, respect, and trust, making your workplace a more supportive and productive place. What are the key elements to good mentoring and coaching? Set practical goals : Help your mentee set achievable goals using a goal-setting framework and provide long-term career guidance to foster overall professional growth. Listen and understand : Listen patiently to understand your mentee's aspirations and regularly check in on their well-being and mental health. Share experience and advice : Offer your insights and advice, even if you're not an expert, to provide an outside perspective that can help with skill development and navigating work-related challenges. Recommend resources : Suggest useful tasks, books, events, podcasts, and blogs to help your mentee develop and enhance their skills. Encourage independence and confidence : Inspire your mentee to tackle challenging goals, respect their confidentiality, and ensure they feel a sense of independence while offering support when needed. Click here to find out more on Actions to Take

Finding and supporting the right individuals is crucial for retention, as many new employees leave within the first 90 days due to unmet expectations (Jobvite, 2018). It's essential to get the basics right from the start. Six steps outlined below illustrate a good hiring process to help find the right person and ensure a smooth experience, reducing turnover risk. Note that this chapter's information is not legal advice; consult a professional if uncertain. Attracting the Right Individuals How do I hire and onboard new employees so they stay longer? Finding the right individuals and giving them support can make all the difference in retaining them. Studies show that many new employees leave within the first 90 days because the job isn't what they expected (Jobvite, 2018 ). So, it’s important you get the basics right from the beginning. To help communicate what a good hiring process looks like, six steps have been outlined in the diagram below which you could take to increase your chances of finding the right person. Following these steps can support a smooth experience for both you and the new employee, reducing the risk of them leaving. This chapter also refers to ‘candidates’. This is simply people who have applied for a job. Please note that 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. The 6 steps of hiring good employees 1 Preparing Why should an employee work for me? How do I communicate the job well? 2 Finding How do I write a job ad and gain interest? Where do I share a job ad? How do I hire migrant workers? 3 Assessing How do I choose who to interview? 4 Selecting How do I interview the candidates? How do I conduct a trial during an interview process? 5 Hiring How do I complete tests and checks? What are trials and probationary periods? How do I negotiate the employment agreement and pay? What Employment paperwork needs to be completed? 6 Onboarding Why should I onboard staff? What should I do to prepare for onboarding? What should I do on day 1? What should I do during week 1? What should I do in the first 3 months? View More Step One Preparing View More Step Two Finding View More Step Three Assessing View More Step Four Selecting View More Step Five Hiring View More Step Six Welcoming What does it look like? We have created some examples of what attracting the right individuals looks like at different levels of ability See Here Find more information and help here Some extra resources can be found below to check and further improve your recruitment and onboarding knowledge; Employment NZ: How to Hire (pdf) - A guide providing information about how to hire employees from the New Zealand government Business.govt.nz : Overview of the Hiring Process - A step by step and also visual guide to hiring from the New Zealand government Inland Revenue : First-Time Employers Guide - A guide on how to register as an employer with the New Zealand government Built Environment Career Streams - Navigating long-term careers in the construction industry Resources for hiring disabled workers; Let’s level up : realising the potential of the disabled workforce - a report commissioned by the construction workforce development council that focuses on how to realise the potential of the disabled workforce. MSD : Lead Toolkit - A Toolkit to guide you through the process of employing disabled people/ Diversity Works NZ : Top tips for a respectful work environment for all abilities Whaikaha : A report that unpacks the factors that contribute to social exclusion of disabled people Click here for more information on Step 1: Preparing