Creating a happy and healthy workplace is important to ensure the job satisfaction of your employees. When our employees feel good and the work culture is positive, everyone benefits. A supportive and friendly workplace doesn't just increase job satisfaction—it also boosts productivity and keeps your team motivated and committed. Having a strong workplace wellbeing and culture presence can help you on this journey. Elements of Wellbeing How can I create a positive environment that boosts job satisfaction? See below for information on: Workplace Wellbeing Mental Wellbeing Physical Wellbeing Cultural Wellbeing Social Wellbeing What is workplace wellbeing and culture and why does it matter? Wellbeing includes different parts of a person's life that affect their overall health and happiness. This means that things happening outside of work can greatly affect how employees feel and perform at work. The following sections explore how these factors influence workplace wellbeing to help you consider practical tips and tricks for building a positive and healthy work culture. Each aspect of this is important as part of the whole. All are needed to support employee job satisfaction, productivity, and wellbeing. What is workplace wellbeing? Creating a positive workplace culture can set a business up for success. A positive culture not only attracts and retains skilled workers but also boosts productivity and job satisfaction. Workplace culture is the shared values, beliefs, and behaviours that shape how people interact and work together. It's about creating an environment where everyone feels valued, respected, and motivated to contribute their best. When building your workplace culture, see below some principles to keep in mind. Inclusivity and respect: Create an environment where everyone can feel included and respected. Recognise and celebrate different backgrounds and perspectives. Communication : Encourage open and honest communication. Make it easy for team members to share ideas, feedback, and concerns. Shared values: Clearly define and communicate the core values that guide your business. Ensure these values are reflected in everyday actions and decisions. Employee wellbeing: Give importance to wellbeing factors from outside of the workplace: the physical and mental wellbeing of your team. Provide resources and support to help them do well both at work and in their personal lives. Recognition and reward: Acknowledge and appreciate the hard work and achievements of your employees. Celebrate successes, both big and small through activities such as morning teas, and employee of the month awards. Tip! Different people value different things in a workplace - make sure to have a conversation with team members about how to develop the culture in a way that suits them. How do I build a positive workplace culture? Building a positive workplace culture Acting in good faith as an employer is outlined at Your Obligations as an Employer and on the Employment NZ website here. Beyond meeting these legal requirements, employers can take additional steps to create a positive workplace culture. By putting in effort to go above and beyond the legal requirements, you’ll have an environment where employees feel more valued and supported. This will help reduce the likelihood of them leaving for reasons within your control. The workforce demographic is changing fast, with younger generations preferring flexible learning and working environments, as well as having a say in their work processes. Here are some tips and tricks employers can implement to meet these evolving expectations. What are some practical steps I can take to support workplace wellbeing and culture? 1. Workplace Wellbeing Assess workplace culture: Start by asking your employees what they believe makes a good workplace culture. Understanding their perspectives can help you tailor initiatives that resonate with your team. Consider how elements of te ao Māori can enhance the workplace culture, see Māori Cultural Confidence for more information. Foster a positive environment: Create a workplace atmosphere that is supportive, respectful, and positive. Encourage teamwork and collaboration, and address any issues of conflict quickly and effectively. 2. Mental Wellbeing Put on your lifejacket first: Ensure you are looking after your own mental health, as leadership sets the tone for the entire organisation. Look out for others: Get to know how your staff view mental health, it may look different to different people. Encourage your staff to prioritise their mental health as well. Consider enrolling in a Mental Health First Aid course to better support your team. 3. Physical Wellbeing Health and safety obligations: Ensure you are complying with Worksafe NZ’s website here for health and safety guidelines. There are also some food and fibre specific Worksafe information here . Searching their website to find industry or sector specific information which fits your business will provide the most helpful and accurate information on how to manage health and safety. Enhance physical wellbeing: Think about ways you can go above and beyond minimum health and safety requirements to prevent burnout or injury. 4. Cultural Wellbeing Celebrate cultural diversity: Get to know your employees' cultural backgrounds and encourage them to share aspects of their culture with colleagues. This creates a more inclusive environment with meaningful workplace interactions. 5. Social Wellbeing Strengthen social bonds: Host social events, such as an end of year work-do to help your team connect and unwind. Connect over hobbies: Encourage employees to join clubs or collectives to build camaraderie and a sense of community. What are some tools I can use to build a good workplace culture? See the communications and buddy system pages for steps on how to plan or implement best practices. Team Building Activities: Organise team-building activities to strengthen relationships and foster a sense of community. These can range from informal social gatherings to structured meetings. Mentorship and Buddy Programmes: Introduce mentorship (see Mentorship and Coaching ) or buddy systems to provide support and guidance for new and existing employees. This helps build a culture of continuous learning and development. Communication Platforms: Use formal and informal social channels to facilitate easy and open communication among team members. Wellbeing Initiatives: Offer resources such as Employee Assistance Programs (EAPs), workshops on stress management, or create time for the team to do some stretching at the start of a shift for ten minutes. Survey and Feedback Tools: Use regular surveys and feedback tools to review employee satisfaction and collect insights on areas for improvement (more on this in the communication section) . What does good workplace culture look like in reality? Building a strong workplace culture involves consistent, everyday actions. Here are some examples of what it may involve on a day to day basis. Daily Check Ins: Start each shift with a brief team check-in to share updates, celebrate wins, and address any challenges. This keeps everyone connected and aligned. Open Door Policy : Encourage leaders to maintain an open-door policy, making it easy for employees to approach them with questions or concerns as they may arise. Regular Connection: Implement regular recognition programs, such as Employee of the Month, to highlight and reward outstanding contributions. Training and Development : Offer ongoing Training and Development opportunities to help employees grow their skills and advance their careers. Inclusive Practices : Ensure all team activities, meetings, and communications are inclusive, considering different needs and preferences. Support for Māori in the workplace There are lots of ways you can support Māori employees. The Māori Cultural Confidence page has some practical tips and tricks such as understanding some te ao Māori concepts, being a values led workplace and how to incorporate some of these elements into your workplace. Te Whare Tapa Wha Te Whare Tapa Whā model, created by Sir Mason Durie, presents health and wellbeing as a wharenui or meeting house supported by four walls. Te Whare Tapa Whā which thinks about wellbeing from a physical (taha tinana), family and social (taha whānau), mental and emotional (taha hinengaro), spiritual (taha wairua) and land (whenua) perspective. This is very similar to the different elements of workplace culture described in this chapter. Achieving balance among these elements allows us to thrive, whereas an imbalance in one or more can affect our overall well being. To find out more about the parts of the wharenui, see the full resource Mental Health Foundation website here . Another example of a Māori framework of wellbeing is the Te Wheke model of Māori Health by Dr Rose Pere. You can find more information about this model here . These are some tools that help to support your employees in showing up as their best selves. Understanding what works best for your team is key to addressing well-being in the right way. Asking your employees questions to cover each aspect of their well-being, based on the Te Whare Tapa Whā framework, can look like this: Whenua / land, roots Do you feel connected to the people you work with? Is your work environment a safe place where you feel comfortable talking about your emotions? Taha hinengaro / mental and emotion Do you feel like you have a positive work / life balance? How do you manage your stress, and how can we support you? Taha tinana / physical Are there any health concerns or issues we should know about? Are you finding time for physical activities and exercise? How can we support you in this? Taha whanau / family and social Are you feeling connected and supported by your loved ones? Is your cultural background valued? How can we better support this? Taha wairua / spiritual Do you feel a sense of purpose and meaning while at work? Are there any cultural or spiritual practices that are important to you, and how can we support you in integrating these into your daily routine? What is mental wellbeing? Looking after yourself as an employer is really important. Our farmers and growers are the heart of this industry, which plays a big part in our country's economy and identity. But working in this industry isn't easy—there's social isolation, economic concerns, environmental challenges, and lots of hard work. These can all add up and take a toll. Having access to mental health services in rural areas can be challenging. Although a high proportion of people report they are doing well mentally, rural communities in NZ still face worse mental health outcomes compared to the general population. In fact, the Ministry of Health reported in 2016 that suicide rates were about 17% higher in rural areas than in urban areas. [6] At some point, whether at work or in your personal life, you'll likely come across someone experiencing a mental health challenge or crisis, or you may experience one yourself. That's why it's important to make small, regular habits to care for your wellbeing. When you take care of yourself, you're also taking care of your business. Even with the long hours and external pressures, building personal resilience and looking after your wellbeing can help you handle the pressures of business better. After all, you're the most important part of your business. Employers responsibility of care As an employer, it's important to recognise that you have both ethical and legal obligations to care for your employees' mental health and wellbeing. Creating a supportive and safe working environment is not just a nice-to-have, it's essential. This means keeping an eye on your team’s workload, stress levels and any physical signs of stress. While you're not responsible for stress caused by factors outside of work, you do need to address any work-related issues that might be causing stress, such as high workloads, lack of safety measures, bullying, or a negative work culture. Your responsibility extends to ensuring compliance with the Health and Safety at Work Act 2015, which mandates that all workplaces must support mentally healthy work environments. By prioritising mental health, you'll not only meet your legal obligations but also foster a more engaged and productive workforce Mental health first aid course: The Mental Health first aid course is a good tool for giving employers the skills, knowledge, and confidence to support people when they need it. Gen Z / younger workers have higher rates of mental health issues Nearly two-thirds (65%) of Gen Z / younger workers reported experiencing at least one mental health problem in the past two years, a higher rate than all older generations, including millennials (51%), Gen X (29%) and Boomers (14%). Therefore acknowledging and supporting mental wellbeing is a large part of supporting younger workers to thrive at work. These higher rates are thought to be driven by: increased use of social media and time on screens, reduced connection to community, impacts of Covid-19. When supporting a younger employee you can help by providing: A buddy who can provide pastoral care, Clear communication to ensure they understand what is expected of them, See Mentorship and Coaching to support their learning and growth journey. (Source: Oliver Wyman Forum Global Consumer Sentiment Survey, September 2020–present.) Supporting mental health and wellbeing in the workplace Creating a supportive environment for mental health is crucial in the food and fibre sector. Here are some signs to look out for and actions to consider taking if a team member is struggling with their mental health. Signs to look out for that a team member may be experiencing mental health challenges Lasting changes in physical appearance or energy levels Difficulty concentrating or making decisions Noticable changes in mood, such as increased irritability, sadness or anxiety Withdrawwal from social interactions or avoiding team activities Inappropriate behaviour Frequent missing work or reduced productivity Workplace adjustments to support employees struggling with their mental health Encourage open communication Make sure annual leave is taken, encourage employees to use it Offer flexible hours where possible e.g. starting earlier and finishing earlier Regularly review workloads What is physical wellbeing? Physical wellbeing is an important part of overall employee health - it’s also critical to create a productive and positive workplace. Prioritising physical wellbeing helps prevent injuries and illnesses and also enhances overall job satisfaction and productivity. In Aotearoa New Zealand, WorkSafe outlines clear guidelines and regulations to ensure the health and safety of all employees. Compliance with these standards is a legal requirement. See more in the links below, and the Health and Safety section of Your Obligations as an Employer. WorkSafe New Zealand link here Hazard and Risk Management link here However, there are ways to support physical wellbeing above and beyond the minimum standards set out by WorkSafe standards, including: Regular breaks: Encourage employees to take regular breaks to stretch and move around (beyond their mandated two ten minute breaks per eight hour shift). This helps reduce fatigue and the risk of repetitive strain injuries. Variety of tasks in the workday: Encourage employees to have days made up of a range of diverse tasks. This can help break up mental fatigue and make work more interesting and engaging. Health monitoring: Implement regular health monitoring and assessments to detect and address potential health issues early. This could include vision checks, hearing tests, and general health screenings. What is cultural wellbeing? Diversity and inclusion are important in the workplace because they ensure that people of all different backgrounds feel welcome, valued and respected. Aotearoa New Zealand’s population is becoming increasingly diverse, and so is the food and fibre workforce. Cultural wellbeing is an important part of overall employee wellbeing. It involves appreciation and respect for diverse ethnic and cultural backgrounds and practices. This includes creating a workplace where individuals can participate in, celebrate, and share one's cultural practices, traditions, and values. Celebrating culture in a work setting involves acknowledging the different backgrounds that employees may come from. It means creating a space where employees don’t feel they need to hide aspects of their identity to fit into a “status-quo” - and feel comfortable chatting to co-workers about their ethnic and cultural backgrounds. When employees feel they can be themselves, it fosters a sense of belonging, enhances employee morale, and improves job satisfaction. Ways to encourage cultural expression include celebrating different cultural holidays or events that your employees celebrate (e.g. Matariki, Chinese New Year, Eid). Part of this involves asking employees what they want to celebrate and how, and then sharing this with other employees. Celebrations may be informal (e.g. with a ‘Happy Diwali’ message in the team chat, chocolate at morning tea to celebrate Easter), or formal (allowing employees to take time off on cultural holidays, i.e. using Christmas public holiday leave on another religious holiday - see more in Your Obligations as an Employer ). See more advice, particularly related to Māori culture, in Māori Cultural Confidence . What is social wellbeing? Social wellbeing involves feeling connection and purpose. The role of an organisation in facilitating employees' social well-being can vary widely. For some organisations, this might mean fostering strong connections and a sense of community within the workplace, while for others, it might involve encouraging and supporting employees to build social networks and engage in activities outside of work. For others, this may involve flexible work arrangements so that employees can spend time with their kids or families. A focus on supporting employees in social wellbeing is particularly important for isolated or rural businesses, as these can be quite hard to adjust to, and can be lonely. If an employee is new to an area, it is particularly important to give them a hand to become part of the local community. Social activities to foster connection: hosting end of week social gatherings, pub quizzes, end of year functions, barbeques. Clubs / collectives Internal - if you have more than 10 people, consider hosting clubs or collectives for employees to connect over things they have in common. This can be a group mainly for connection, community building and support, or for the purposes of organising activities, and typically are run by employees on a volunteer basis outside of work time. These groups may be centred around common hobbies, cultural backgrounds, working location, etc. Examples of this may be: Tramping club, Māori collective, Kapa Haka, Parents support club. External - encourage (this may include funding) employees to participate in organisations, networks and programmes that support people in Aotearoa New Zealand's food and fibre industries through education, networking, advocacy, and leadership development. Membership in external groups is something all businesses can encourage for their employees - but this is particularly valuable if you are a small business and don’t have the ability to run your own clubs or collectives. Some organisations are described below: Young Farmers (New Zealand Young Farmers - NZYF), Young Fish , Food and Fibre Youth Network , Future Foresters etc. These are national groups that bring together young people to provide networking, career development, and social opportunities. Surfing for Farmers : A mental health initiative that encourages farmers to take a break from their work and participate in community surfing events to reduce stress and improve well-being. Catchment Groups Catchment groups help promote good on-farm practices, sustainable land management, and encourage positive environmental outcomes. Dairy Women's Network : A network dedicated to supporting women in the dairy industry through education, networking, and leadership opportunities. Rural Women NZ , Women in Horticulture , Women in Wine Similar to the Dairy Women’s Network above, these networks empower and support women to thrive and lead in their respective fields. Royal A&P Society The RAS supports its members to promote rural excellence, sustainability and innovation. They run A&P Shows and annual events, and have six regions with their own leadership and planning, and a national executive elected by the members. The importance of networks to young people Networks and collectives are particularly valuable to younger workers. These networks can help people find social connections, make friends, feel a part of a community and adjust to new stages of life / working. Furthermore, the access to resources, mentorship, and opportunities for collaboration and innovation helps equip young professionals with knowledge, skills, and connections to navigate the food and fibre sector. Click here to find out more on Communication References Te Hiringa Mahara, Mental Health and Wellbeing Commission, 2022. https://www.mhwc.govt.nz/assets/Reports/COVID-19-series/Paper-3/Eng_TechnicalPaper_RuralWellbeing.docx#:~:text=While%20a%20high%20proportion%20of,approximately%2017%25%20greater%20in%20rural

Using a buddy system supports new employees as they settle into their roles during their first weeks or months. It pairs an experienced employee (the "buddy") with a newcomer. The buddy answers questions, introduces the new team member to others, and shares workplace tips, offering ongoing support for personal or professional issues. This approach helps newcomers feel welcomed, trained, and part of the team, boosting morale, retention, and productivity. Buddy systems How do I support my employees from day one? See Below for Information on: Principles of a Buddy System Supporting Buddies Role of the Employer Steps Case Study Using a buddy system is a simple and effective way to support new employees as they settle into their roles during their first few weeks or months. A buddy system involves pairing an experienced employee (the "buddy") with a newcomer. The role of a buddy includes answering questions, introducing the new team member to others, and sharing tips on workplace practices to help them settle in. On an ongoing basis, a buddy can be someone who provides support to raise personal or professional issues. By pairing them with an experienced colleague, you can help them feel welcomed, get trained up, and feel like a part of the team from day one. This approach can boost morale, improve retention, and boost overall productivity. This system works best for people who are new to the business, particularly for younger workers or those making a career change. A good buddy would be a trusted person that has been in the new person’s role before (typically two to five years further in their career). Buddy System Benefits Improves your onboarding process Faster integration into your culture Improved learning and development Ongoing support and identification of issues Increases the likelihood of new hires staying on What should I keep in mind when setting up a buddy system? Clarity: Ensure both the buddy and the new employee understand the purpose and expectations of the buddy system. Have an agreed timeframe for the formal buddy relationship. Compatibility: Pair buddies who will work well together and have compatible personalities, workstyles and work in the same area. Support: Provide buddies with the tools and resources they need to be effective Flexibility: Be open to feedback and willing to adjust the buddy system as needed. How can I support buddies to succeed? Training materials: Here is a guide you can use outlining how to be an effective buddy. My role as a buddy To welcome your new workmate and help them settle in as smoothly as possible. To create a memorable and positive experience for your new workmate. To get them up to speed with the basics of getting around as soon as possible. Principles for buddies Be approachable and responsive Make sure your new workmate knows they can come to you with any questions or concerns. Be inclusive Make sure to include your new workmate in team activities and events, and help them feel like a part of the team. Be patient and understanding Remember that starting a new job can be overwhelming, and be patient with your new workmate as they adjust to their new role. Encourage and praise If they’ve done a good job, say it. Make sure to encourage your new colleague when they do well. Be a mentor Share your experience and knowledge, and help your new workmate grow in their role. Be a friend Building a positive relationship with your new workmate makes their transition more enjoyable and will be beneficial for both of you. Buddy system checklist: A list of tasks and topics for buddies to cover with newcomers. Day one Meet new joiner, give them a tour, including toilets, kitchen, lockers. Help them navigate any administrative processes. Show them where to get tea/coffee/eat lunch. Introduce the new joiner to other team members. Invite the new joiner to have lunch with you. Provide a brief overview of the business culture, values so they know what to expect. Share a bit about your personal experiences and insights about working at the business / in the industry. Week one If possible, coordinate shifts on the same days / times as the new joiner so you can be a familiar face. Set up informal check-ins. Provide an overview of the new joiner's team: other team members, roles, and responsibilities. Have the new joiner shadow you to get the hang of new tasks. Week two - four Be available for spur of the moment questions. Continue to introduce the new joiner to other team members. Provide the new joiner with resources and materials to support their learning and development, such as training manuals or best practice advice. What’s my role in a buddy system as an employer? Trainer: Ensure buddies know their role as a buddy and are supported with training materials and a buddy checklist. Introductions: On the new employee's first day, introduce them to their buddy. From there, the buddy can give them a tour, introduce them to colleagues, and help them get set up. Escalation: Be available for support when issues or questions arise that need to be escalated beyond buddy assistance. Feedback: Ask the new joiner and buddy how the system is working and use feedback to improve the process. What steps can I follow to implement a buddy system? Assess suitability: Consider if a buddy system would suit the size and working style of your team. Select suitable buddies: Choose employees who are well-suited to be buddies. They should be experienced, approachable, and willing to take on the responsibility. Ensure they understand the importance of their role. Communicate expectations: Clearly articulate what you expect buddies to do. Provide them with specific responsibilities, this will help them perform their role effectively. Provide training and resources : Provide the buddy with a Buddy system checklist to guide them through their tasks. Adjust workloads: Temporarily adjust the workloads of both the new employee and their buddy to accommodate ‘buddy time’. This might involve reallocating tasks or providing additional support to ensure that primary job responsibilities are not neglected. Facilitate introduction: Ensure that the introduction between buddies and their assigned partners is smooth. Arrange initial meetings and encourage them to establish a rapport early on. Establish a feedback mechanism: Keep track of how the buddy system is functioning. This could be through surveys, or one-on-one meetings. Regularly review this feedback to identify areas for improvement. What does this look like in real life? Sam is the newest worker at the dairy farm he has just joined as a milker. He got hired recently to help with the busy season - the team is currently in the midst of calving. Clocking long days and early starts in the midst of winter is starting to take a toll on Sam, throwing off his normal positive attitude. The challenge Working on a dairy farm can be tough and often lonely work. Early morning shifts mean that he doesn't get to see his friends often in the evenings, as he has to go to bed early. Sam is learning how to do new tasks , and learning how to manage his time efficiently. Buddy support response The buddy system means Sam has a mate to share the load with and someone who looks out for him on the job. His buddy shares tips for shift work. At the end of the day, Sam and his buddy have a regular check-in. They talk about what they accomplished, plan for the next day, and make sure neither of them is feeling overwhelmed. If one of them is, they discuss ways to adjust the workload, prioritise jobs, or find additional support. When Sam joined, most of the team was very busy and feeling stressed - which was not very approachable. The owner of the farm temporarily decreased the workload for Sam’s buddy so that he had enough time to support Sam. Having a go-to person to ask questions was helpful, and Sam didn’t feel like a bother asking questions because his buddy made it clear that he had time, and was there to help Sam get settled into his daily tasks. He could shadow his buddy to learn how to do tasks. Where can I find out more about Buddy systems (external)? Immigration NZ - Wellbeing in the workplace link here - buddy systems for migrant staff Indeed - Career development and Buddy systems link here Click here to find out more on Case Study Examples

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

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

How do I embrace a values-based approach in the workplace? Although Te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in a food and fibre workplace. These include Whanaungatanga (Kinship and relationships), Manaakitanga (Caring and respecting others), and Kaitiakitanga (Stewardship). Te ao Māori at Work How do I incorporate te ao Māori into my workplace culture? See Below for Information on: Values Based Approach Māori Culture & Supporting Your People Helpful Hints How do I embrace a values-based approach in the workplace? Although Te ao Māori is diverse, it is generally guided by key values. Here are some of these values and how they can be applied in a food and fibre workplace. Whanaungatanga (Kinship and relationships) Whanaungatanga emphasises building strong connections between people to create a sense of belonging. This value can help everyone work together towards common goals while strengthening the community or workplace. Practically, this may look like: Building relationships Getting to know your Māori employees - spend time getting to know them personally. This creates space for Māori staff to share their whakapapa through the use of their pepeha (type of introduction). Show genuine interest in who they are, their whānau (family), and what drew them to this kind of mahi (work). Letting your employees get to know you - create opportunities for your employees to get to know you too. Share who you are, where you’re from, and a bit about your whānau. Engaging with your community - foster connections with the local community by supporting local initiatives and encouraging employees to get involved. Sustaining relationships Scheduling one-on-one meetings - regularly discuss their experiences and goals, showing that you are interested in their growth and wellbeing. Involve your Māori workers in conversations - share opportunities that align with their culture. They may be new to your business, but have insights that could be beneficial to your business objectives. Manaakitanga (Caring and respecting others) Manaakitanga is about fostering a positive and collaborative environment by caring for and respecting each other. This encourages everyone to work together, building a workplace where everyone feels valued. Practically, this may look like: Checking in with your employees: consistently support their mental, physical, cultural and social wellbeing. For more information see Workplace Wellbeing and Culture Acknowledge and celebrate achievements and efforts: show gratitude for hard work, such as a morning tea. Kaitiakitanga (Stewardship) Kaitiakitanga involves creating a balanced relationship with people and nature to live sustainably. This could mean managing and protecting natural resources for future generations. In your workplace, you can practise kaitiakitanga by encouraging sustainable practices and respecting the environment. Practically, this might look like: Implementing waste management practices: minimise waste and promote recycling and composting within the workplace and community Leading efforts to look after native species: actions such as planting riparian and other native bush especially close to waterways, contribute meaningfully to kaitiakitanga Creating opportunities for tikanga: for example, ask your staff if they would like karakia (incantations) to take place before cutting down flax or other natural resources Supporting Māori employees to use maramataka (Māori lunar calendar) practices: the traditional Māori lunar calendar can guide planting, harvesting, fishing, and hunting. Matariki, signalling the start of a new year, is another example of maramataka Māori in alignment with the lunar calendar. Understanding these values can help create a supportive and inclusive workplace. When these values are put into practice, they can help Māori employees feel valued and respected. What is Māori culture and how do I support my people? Language There are many ways to incorporate te reo Māori in your workplace. Here are a few tips and helpful resources to support this effort: Pronouncing people's names and place names correctly: Ensure you pronounce people’s names and place names correctly. A guide on te reo Māori pronunciation can be found on reomaori.co.nz. If in doubt, ask the person how to pronounce their name correctly. Incorporating basic words: use words such as kia ora (hello, thank you, be well) in workplace conversations. It is very common to include te reo Māori in daily conversations like “whānau” and “mahi”. Reomaori.co.nz has examples of everyday words you can incorporate into your workplace. Recognising and celebrating te reo Māori : participate in Māori language week, te Wiki o te Reo Māoriand the Māori language month, otherwise known as Mahuru Māori to celebrate and promote the use of te reo Māori. More information can be found on reomaori.co.nz. Cultural practices Tikanga Māori are practices that can be incorporated into the workplace. Below are some examples, recognising that some may be more relevant to your work than others. Land based-practices: consider following protocols when engaging with the land, such as seeking permission from local iwi (tribe) before accessing particular sites or harvesting natural resources. Find out which local marae are near you to talk to, using Te Kāhui Māngai (Directory of Iwi and Māori Organisations) through this website - www.tkm.govt.nz . Meeting practices: be open to including karakia at the start and end of meetings to set the intentions for a hui (meeting). This only takes 30 seconds. It is also common to hear karakia before harvesting crops or resources such as flax. Discuss with your Māori staff whether this is something they see value in. Welcoming practices: depending on your location, visitors may be welcomed with a mihi whakatau or a pōwhiri (welcoming ceremonies). This is a great opportunity for new employees to get to know their new colleagues and workplace. In workplaces, a mihi whakatau is more common and can include kōrero (speeches), waiata (songs) and karakia. The order of proceedings varies, so please check with the local iwi, hapū (sub-tribe) or marae beforehand on the Te Puni Kōkiri Te Kāhui Māngai website. You can also learn more about pōwhiri on the Te Ara - NZ Encyclopedia website. Mourning practices : Tangihanga, the practice of mourning the passing of a loved one, typically takes priority over all other events in te ao Māori. It recognises the impact of the individual and supports whānau through the mourning process. Tangihanga are similar to funerals, but are typically longer in length. You can learn more about the tangihanga process on the Te Ara - NZ Encyclopedia website. For more information about leave entitlements please see our website or the Employment NZ website. What are some helpful hints? Varied connections to land: Mātāwaka is a term known for Māori who live away from their traditional lands. Mana whenua are those who live on their ancestral lands. Both are examples of the experiences of Māori connection to the land, which may vary. Use of te reo Māori: While the use of te reo Māori is becoming more common across Aotearoa New Zealand, not all Māori employees may feel confidence speaking their language. Expectations: Don’t assume your employees can be cultural advisors without discussing it with them. Appropriate remuneration may be needed if you’re asking staff to take on additional cultural responsibilities. Diversity within Māori Culture: Māori culture is diverse, with many differences from language dialect to practices. Understanding this diversity is crucial as it is a common misconception that the aspirations, needs and ways of doing things are the same across all Māori communities. Click here to find out more on Actions to Take

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

What does a good attraction process look like? To help you understand how all the steps of the hiring process link together, three case studies have been detailed below to show how outcomes can change based on the hiring experience What does a good attraction process look like? To help you understand how all the steps of the hiring process link together, three case studies have been detailed below to show how outcomes can change based on the hiring experience. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Description: Eleanor is an owner of a horticulture business who was looking for a role which requires around two years of experience. Preparing: Eleanor wanted to hire as quickly as she could so she didn’t take time to understand what her business offered their employees or define what skills and experience she was clearly looking for. Finding: An old job ad was used from three years prior when she was looking for a similar role to advertise the position. Even though some aspects of the job ad aren't accurate, Eleanor didn’t think it impacted too much on who applied. She posted this ad across a few platforms. Assessing: Eleanor was disappointed when only two people applied for the role. Even though neither of them had the experience or skill she really needed, she decided to interview them anyway. Selecting: After a quick phone call with both applicants, she decided to hire Barry. Barry was the elder of the two candidates and Eleanor thought he would have more maturity. She figured out their ages by asking for their birthdays. Hiring: Eleanor sent the employment agreement over to Barry the next day without completing any tests or checks. Welcoming: When Barry turned up on the first day he was introduced to a few members of his team and given the equipment he needed to complete the job. He wasn’t offered any support on how to learn his role. Barry felt very stressed as he had no previous experience in the job as he had expressed to Eleanor. Outcome: Barry ended up leaving the role after two months. He felt unsure on what was expected of him and how to do the job. Although Barry expressed his inexperience in the role during the hiring process, he felt he was not trained or supported to learn on the job. What worked well : Posted the job ad across multiple platforms Used an employment agreement What needs improvement: Did not define why an employee should work for the business Did not use an updated and accurate job ad Hired the better candidate who applied, but not the right person for the role. Eleanor should have redone the steps to get better experienced candidates Did not interview in-person Did not spend time getting to know the candidate and their experience Asked an illegal interview question about the age of the candidates Did not complete tests and checks Did not provide an opportunity to negotiate the employment agreement Did not provide a supportive onboarding experience Did not provide training on missing skills and experience Case Study 2 - Doing Well Description: Dale is a manager at a forestry business who was looking for a role which requires little to no experience as on the job learning is expected. Preparing: Dale was able to successfully pull together the basic skills and experience he was looking for in the role. He also created a list of benefits employees get from working at the business. Finding: Dale pulled together a basic job ad using online resources and posted this ad in Facebook groups and on established job seeking platforms. However, as he was concerned that he wouldn’t get much traction for the role, he decided to flourish and exaggerate some aspects of the job ad to gain interest. Assessing: Dale received many applications for the role, many which seemed to come from career changers. He chose the top three candidates to interview by their writing abilities in the application form. Selecting: As skill and experience isn’t a large requirement of the role, Dale opted for a casual interview style. He chose Sarah as the preferred candidate as she seemed passionate about what the business could offer her in her new career. Hiring: Dale completed important tests and checks on Sarah, including drugs and alcohol tests, police background checks, and referee checks. Once he received the results and was satisfied he sent a draft employment agreement over to Sarah to look over and comment on. Welcoming: On Sarah’s first day, she was greeted by Barry and her buddy for her onboarding, Shawn. Shawn was in Sarah’s exact shoes two years ago - new to the job with little experience. Across Sarah’s first few months, Shawn taught her everything she would need to know to do her role in forestry, with a special focus on health and safety. Shawn also made sure to introduce Sarah to all of the team as early on as possible. Outcome: Although Sarah felt very welcomed into the role by Dale and Shawn and believed it would be the perfect opportunity for her career change, the realities of the job did not align with what she was sold in the job ad and interview. Sarah tried to stay because of how much she felt welcomed by the people, but only lasted 6 months before resigning. What worked well : Defined the skills and experience needed Defined the perks of the job Created a new job ad Posted the job ad across multiple platforms Interviewed in a way suitable for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming onboarding experience Trained on missing skills and experience What needs improvement: Did not define ‘fit’ for the role Exaggerated the perks of the role without acknowledging the realities Did not choose candidates based on what will make them successful in the job (i.e. based selection on writing abilities) Case Study 3 - Excelling Description: Trent is an owner of an apiculture business who was looking for a basic entry role. Preparing: Trent understands how costly it is to constantly rehire and train new employees. Therefore, he spent time considering who would be suited to this role (fit)? What would they be looking for and act like? What key basic skills and experience would they have, and was this needed for an entry role? This helped him form the basis of his job ad. Finding: Using a new job ad, Trent made sure to highlight both the positives and realities of the role. He wanted to make sure he attracted a person who knew from the beginning what they were getting into. Trent advertised using schools as he wanted to hire a recent school leaver. This was with the aim of attracting someone that could grow and was eager to learn. Assessing: As Trent didn’t sugar coat the role and advertised to a smaller pool of people, he took a hit in how many applicants he had. However, out of the three applications he received they all seemed of high quality and people who he would want to interview. Selecting: As Trent was interviewing school leavers, he opted for a semi-formal interview style with some key questions he wanted answers to dotted throughout. He wanted the interview to feel like a conversation where he got to know the person. He also wanted the applicants to feel at ease as they likely had never done an interview before. He decided to hire Jack who had a passion for learning and interest in apiculture. Hiring: Trent completed basic tests on checks on Jack, including a police background check and referee checks. When these were complete he sent the employment agreement over to Jack to agree on. Welcoming: On Jack’s first day, Trent met with him and introduced him to his buddy Kyle. They both took him around the business and introduced him to the team. As it was Jack’s first ever job they made sure to develop a special training program which ensured he would have the basic skills and experience he needed for success within his first 4 months. Outcome: As Jack understood what the role entailed, there were no surprises when there were parts of the job that were hard. However, having Trent and Kyle there to support him and teach him his role made him happy at work and excited to turn up each day. Jack is excited to have a career in apiculture and plans to stay with Trent until he is ready to open up his own business. What worked well : Defined the ‘fit’ needed Defined the skills and experience needed Defined perks of the job Defined realities of the job Created an accurate job ad Posted the job ad in a way that target the people that were needed Interviewed in a way suitable for the role Chose the hired candidate off qualities important for the role Completed tests and checks Sent over an employment agreement for negotiation Welcoming and supportive onboarding experience Specialised training to gain experience quickly Click here to find out more on Māori Cultural Confidence

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

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

Download your copy of the printable Toolkit, designed for New Zealand's Primary Industry Employers, Managers and Supervisors Printable Toolkit Download your copy of the printable Toolkit Download and print the Toolkit, providing you with unlimited access even when you are offline. Click the Toolkit image to download. Food and Fibre Employer Toolkit PDF Interested in just one chapter? Access below Click on each Chapter Toolkit image to download. Attracting the Right Individuals Toolkit Māori Cultural Confidence Toolkit Workplace Wellbeing & Culture Toolkit Mentorship and Coaching Toolkit

As an employer in the food and fibre 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 food and fibre 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 food and fibre sectors. 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, particularly in the food and fibre sector. 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 students pursuing studies in agriculture, horticulture, forestry, and other food and fibre sectors (e.g. Don Hulston , MPI On Farm Support , Lincoln University Foundation ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. Industry bodies such as DairyNZ , NZ Pork and Horticulture New Zealand offer scholarships for studies related to their specific industries The Ministry for Primary Industries has a handy list of scholarship opportunities available in the food and fibre sectors linked here . 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. What are the additional support mechanisms? Industry Training Organisations (ITOs): ITOs like Competenz and Primary ITO provide tailored training programs, resources, and sometimes financial support to help employers develop their workforce. Professional development programs: Many industry associations offer professional development programs and workshops, often subsidised or at a reduced cost for members. Click here to find out more on Case Study Examples

How do I decide who to talk to further? Assessing is one of the more important steps in the recruitment process. See below on information on who to decide to interview for your role.  Stage 3: Assessing How do I decide who to talk to further? Assessing is one of the more important steps in the recruitment process. See below on information on who to decide to interview for your role. How do I choose who to interview? Once you have; understood your needs (experience, qualifications, fit), and posted your job ad across various platforms and channels you should have a good handful of applicants interested in the role. You don’t need to interview everyone. Pick around two to four people based on what they say they can bring to the job. Here’s how to do it: Match to Criteria: Look for candidates whose skills, experience, and qualifications closely match what you're looking for Consider Fit: Think about the personality and values of the candidates and how well they might fit with your team. Once you've decided who to interview, give them a phone call to offer an interview or a time to chat. This initial conversation is also a good chance to get a sense of what they are like. It is important at this time to respond to all unsuccessful candidates, thanking them for their time and effort, and informing them that they will not be progressing further in the selection process. Be prepared for some candidates to request feedback on their application and areas for improvement. By carefully selecting candidates and making contact, you ensure that you’re investing time in the people who are most likely to be a good fit for your role. Click here for more on Step 4: Selecting