Mentoring and coaching are vital tools in the employment relationship, particularly in the construction sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. Mentorship and Coaching How do I support employees in their growth journey? Mentoring and coaching are vital tools in the employment relationship, particularly in the food and fibre sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. By fostering connections, mentoring and coaching help to create a more satisfied workplace culture where everyone feels valued and encouraged to grow. Understanding Mentoring and Coaching For information on Mentors Coaches Buddies View More For information on Tuakana & Teina How People Learn The Value Key Elements What Good Looks Like View More Actions to Take For information on Supporting Employees Steps to Follow View More What does it look like? We have created some examples of what good coaching and mentoring looks like at different levels of ability See Here Find more information and help here If you need help with mentoring and coaching, some extra resources can be found below: Business Mentors NZ - A service to help you with your business Click here to find out more on Understanding Mentoring & Coaching

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 invest in your people 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. Waihanga Ara Rau reports 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 Printable Version here

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. 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

Clear and effective communication ensures everyone is aligned and working towards the same goals, improving job performance and workplace satisfaction. Good communication maximises the impact of your policies and processes, whether compliance-related or enhancing the employee experience. Employees want to be heard and see action taken. Communications How do I get messaging across to employees? See Below for Information On: Communication Principles Delivering Communications Communication Channels Case Study Whether you're managing production, or working with distributors, clear and effective communication ensures that everyone is on the same page, working towards the same goals. Simply put, good communication helps people do their jobs better and makes workplaces more satisfied and productive. Good communications helps you maximise the impact of your policies and processes (see Your Obligations as an Employer for more information). Whether it’s something compliance related that protects you as an employer, or some guidance that will improve an employee’s work experience, people need to know what you expect of them so they can act accordingly. Employees want their employers to listen to them, and most importantly to take action. Two out of three employees feel their voice is not listened to in some way by their manager or employer, which may have a negative impact on turnover#. The costs of bad communication are: People make avoidable mistakes, and need to re-do jobs - wasting their time (and your money) Delays occur and deadlines are missed Managers can’t lead their teams well, when they don’t understand what is expected of them and their teams A lack of buy-in or understanding around change People are afraid to ask for feedback, which stunts personal and professional growth. What should I keep in mind when thinking about communicating with employees? Clarity: Make sure your messages are clear and easy to understand. Avoid using complicated words or industry jargon. Consistency: Keep your communication consistent. This helps avoid confusion and ensures everyone knows what to expect. Listening: Communication is a two-way street. Make sure you're not just talking, but also listening to what others have to say. Show that you value your employees’ input by asking for their perspective too. Acknowledge their concerns and work together to find a solution. Respect: Always communicate with respect. Treat others the way you want to be treated. Try to avoid raising your voice. Timeliness: Share information in a timely manner. Don’t wait until the last minute to communicate important updates. Make sure your audience has enough time to read and respond if needed. Remember everyone is at a different stage in their career. What is second nature to experienced farmers, growers, foresters, and fishers may not be for everyone on the team. A task that may seem simple to you might not be for someone else. When the pressure is on, it’s easy to forget that. Be thoughtful of others and their skill level and ability. Note: Reading and Maths Everyone is at a different stage in their journey reading, writing and doing sums. Some people are not confident in reading and doing maths. Adjusting your communications to meet the needs of your employees will ensure the best outcome. How do I deliver communications with impact? KNOW: What’s the most important point? This should be communicated first. Tell the truth: if you don’t know something, say so. If it won’t happen until October, say that. If you have a really difficult message to deliver, ask someone you trust for advice on how to put it. THINK/FEEL: Put yourself in your audience’s shoes - if you want your communication to hit home, you need to understand how it will feel to receive it. DO: What do you want people to DO with the information? Do they need to complete a survey? Do they need to speak to colleagues? Do they need to give you feedback? Tell them. What does good communication look like in reality? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. *A pulse survey is a short, quick survey that you send out regularly to see how your employees are feeling - to ‘check the pulse’ of the employees as a group. It’s designed to be simple and easy to complete, usually taking just a few minutes to fill out.You can set up a pulse survey in about ten minutes using Google Forms here or an equivalent, using the 3 example questions included below. Consider collecting responses anonymously - employees tend to be more open and honest this way. You can share the link with your employees via email or group chat message and get them to fill it out. Some questions to ask could include: 1. How are you feeling at work recently? Multi-choice response options: Very Happy, Happy, Neutral, Unhappy, Very Unhappy 2. Do you feel supported by your team and manager? Multi-choice response options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree 3. Is there anything we can do to improve your wellbeing at work? Open-ended response These questions can help you gauge overall mood, the level of support employees feel, and gather specific suggestions for improvement. Exit Interviews Consider having a quick sit down with an exiting employee to find out what went well and what didn’t during their time working with you. If you don’t feel comfortable doing this yourself, opt for a trusted individual (e.g someone else in the business, or a trusted person to the individual) or get them to write down their thoughts. You’ve got nothing to lose by asking, and this helps you be better going forward. Common themes that come up in exit interviews can help you spot ‘work-ons’, areas that you can improve in. 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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 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 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

To achieve a positive mentoring and coaching relationship, there are specific actions you can take. Find more information on how to support your employee in finding the right mentor or coach and understand the steps you (or others) can take to effectively coach or mentor employees. Actions to Take How can I implement mentoring and coaching? See Below for Information on: Supporting Employees Steps to Follow How can I support my employee to find the right mentor or coach? There are three options to consider when supporting your employee to find the right mentor / coach. Tip! Usually coaches are within the business and can be the line-manager. Mentors may be external. Is there someone suitable within the business? Is this person experienced and have they mentored or coached before? What support do they need to be a good mentor / coach? Do they have the capacity to mentor and/or coach? If someone internal is unavailable, is there someone in your community or network who: Is this person experienced mentoring others in the industry? Does their experience align with areas your employee is looking to develop? Are they willing to take on a new mentee? If the above are not feasible, or another mentor/coach is required then: Could you support your employee to become involved in a professional or organised programme to gain mentorship? Examples include: MentorMix programme through the Building Institute Women in construction - NAWIC Could you encourage them to network in different forums (such as local workshops, meetings, and conferences) to find a mentor? Could you encourage them to seek out individual professional business mentors and coaches (paid). Tip! Encourage your employee to find potential mentors through channels available to them. This could include through social groups, via social media on Facebook or Linkedin, through industry body channels, or through networking at conferences. What steps can I (or others) take to coach or mentor employees? Coaching and mentoring can both follow a simple process. A useful tool is the The GROW Model which can be found on the MindTools website. GROW is easy to remember as it stands for Goal, Reality, Options, and Way Forward. It helps coaches and mentors work through with their coachee / mentee a logical process and the right questions to ask at each stage. Think of it like planning a journey: first, help your coachee/mentee decide where they want to go (the goal), second, help them explore where they are now (your current reality), then, explore different ways to get to the goal together (the options), finally, make sure they’re committed and ready to handle any obstacles along the way (the way forward) While the process can be the same for both coaching and mentoring, as explained previously, coaching will take a more short-term and enabling approach. Mentoring, on the other hand, will take a longer-term, career-focused approach with more support given by the mentor. Questions to ask Create the Goal Ask your employee to create a SMART goal. SMART goals are a framework used to set clear, achievable objectives. The acronym stands for specific, measurable, achievable, relevant and time bound. What are your most important goals right now? Why are these goals important to you? Look at your Reality Ask your employee to describe their present situation, this helps them to think about the solution to their problem/ goal. What challenges or opportunities are you facing right now? What strengths do you bring to achieving these goals? Explore the Options Together, determine what is possible for reaching an objective. What obstacles or challenges are you currently facing? What are you already doing to work towards your goal? How have you successfully overcome similar challenges in the past? Establish the Will Ask your employee to commit to specific actions in order to move forward towards their goal, this helps to boost motivation. What resources or support do you need to succeed? How will you measure your progress towards your goals? What have you learned about yourself through this process? What will you do to maintain and build on your progress in the future? What specific actions will you take to move forward? Click here to see our Case Study Examples

Why is training and development important? Manage risk in the business, improve productivity, iIncrease morale and motivation, retain good staff. Value of Training and Development Why should I focus on training and development? See Below for Information on: Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Why is training and development important? Manage risk in the business: Meet minimum standards for health and safety, operating equipment, and looking after themselves and others. Improve productivity: Training enhances employees' skills, leading to more efficient and effective work. Well-trained employees make fewer mistakes, saving time, cost, and resources. Increase morale and motivation: Training empowers employees, boosting confidence and morale. Opportunities for growth and development keep employees motivated and engaged. Upskilling can help staff feel like they have something important to offer the team, and can help build a sense of self, identity, and positive wellbeing. Retain good staff: Employees are more likely to stay with a business that invests in their development. Providing growth opportunities can foster loyalty. Training and development can cost businesses a lot if it is done ineffectively. Below are a few principles that can help you decide how to approach training and development for your employees and business. How do I know what training and development is right for my employees? 1. Meet your minimum requirements Core training: Ensure that basic skills required for safe operation are continuously upheld. This is fundamental to any training and development programme. Set Clear Expectations: Clearly outline the basic skills that all employees need to know. For training and development beyond that, make it clear whether you expect employees to proactively seek out training opportunities or if you will provide suggestions / options. 2. Ensure training is relevant Align with Business Goals: Make sure training programs are directly linked to your business needs. Job-Specific Skills: Focus on skills and knowledge that are immediately applicable to employees' roles. (see Attracting the Right Individuals on writing effective job descriptions) 3. Promote continuous learning Ongoing Development: Encourage employees to continuously improve (see a simple process for doing this below ). Also, see how mentors and coaches can support continuous learning in Mentorship and Coaching . 4. Make training accessible Work with employees: Work with employees to understand their motivations, goals, learning styles, schedule, and any barriers to training and development they may have. See more in Workplace Wellbeing and Culture and Māori Cultural Confidence. Remove barriers: Where practical provide support to ensure the best outcome for the employee and your business. 5. Measure and evaluate effectiveness Track Progress: To ensure the training and development you are delivering or supporting is relevant and effective, tracking employee progress will be important. There are a range of ways to do this outlined below. This information can help you adjust and refine to get better results. What are some myths about training and development? Myth 1: Training and development is expensive Lots of training and development is free / low cost - so cost may not always be a barrier. You/your employees may be able to access government or industry financial support (see the page on Financial Support ). Some things are more expensive but worth it. Ensuring the training is relevant to your business will help determine whether it is a worthwhile investment. You can share costs with your employee and/or implement a bonding agreement for the cost of courses to ensure return on your investment. Myth 2: If I train my staff, they will leave (or want more pay) It is often true that when an employee feels they are adding more value to a business they expect to be paid at a higher rate. Working out a development plan, and being transparent with employees about the requirements for different types of roles / skills / knowledge and the value you relate to those will help manage expectations. A simple process for this is outlined here . It can also be true that training and development can advance employees' career pathway expectations and if there is no clear ‘next step’ in their current business they may go elsewhere. Sharing your expectations and the opportunities in your business as transparently as possible with employees will help them understand where you are at. Employees upskilling and leaving can still support your business in the longer-term both through reputation and returning of previous staff. When the majority of employers in the sector take this approach it also increases the skill base of all employees. Myth 3: Training takes staff out of work leaving me understaffed There are a range of options for learning - many of which are work-based and/or flexible and will fit in easily within a week (i.e. part time or outside of work hours training) Training and development is a great thing to focus on when the season is not so busy such as over winter for some industries. Myth 4: There are no training or development courses relevant to my business, so I have to do it myself There has been a lot of change in the government’s approach to industry training and development over the past five years. This has resulted in a lot of change in the types and range of training and learning available. Something more suited to your business may have been recently made available or in the pipeline. Share what training and development you want with your Workforce Development Council - Muka Tangata . It is their job to recommend changes to the system to ensure industry needs are being met. Myth 5: It is impossible for employees with literacy and numeracy difficulties to do training and development Training and development might look different for these employees, however, there are different guidelines and resources available (e.g. from Primary ITO , NZQA , Ako Aotearoa , Literacy Aotearoa , Pathways Awarua ) for working with learners struggling with literacy and numeracy. This includes employees who are alliterate, or may have dyslexia or another form of neurodiversity. What is Te Ara Poutama? Poutama are a stepped pattern seen in toi Māori (Māori arts) such as tukutuku panels or in woven mats. It is a symbol of whakapapa (genealogy) and can represent levels of learning and achievement. This pursuit of higher learning is heard in the pūrākau (story) of Tānenuiarangi, who sought the three baskets of knowledge from the topmost heaven. Each iwi (tribe) has their own version of this story. Some iwi identify this pūrākau with the figure Tāwhaki. The stepped pattern in the poutama is often interpreted as Tāne’s ascendency. This approach to learning is grounded in a Māori worldview as an ongoing and continuous journey of growth and expansion. This is also an example of the importance of educational achievement and the pursuit of knowledge is a shared view among many cultures. Should you wish to learn more about Tāne’s pursuit of the baskets of knowledge, a version of the pūrākau was produced by KIWA Digital which you can find here . Click here to find out more on Actions to Take

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

Download your copy of the printable Toolkit, designed for New Zealand's 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

What are some simple actions I can take to incorporate te ao Māori in my workplace? See below for information on Investment in Rangatahi (young people), leading with values, prioritising health and wellbeing, Kaitiakitanga in action. Actions To Take What are some simple actions I can take to incorporate te ao Māori? See Below for Information On: Investment in Rangatahi Lead with Values Whanaungatanga Prioritising Health & Wellbeing Kaitiakitanga in Action The MPI Good Employer Award recognises employers in the food and fibre sector that go the extra mile for their employees. Tree Machine Services LTD won the ‘Māori Agribusiness Award’, an award that celebrates Māori agribusinesses who deliver good employment practices. Tree Machine Ltd demonstrated several practices that could be helpful to implement in your workplace outlined below. Investment in rangatahi (younger generations) Tree Machine Ltd focused on investing in their young (17- 30) workforce, helping them gain qualifications to build their careers. What this could look like in your workplace: Supporting Training: Help your employees to achieve certification, through supported training providers, more can be found on our website. Basic Qualifications: Support employees in attaining basic qualifications such as a full drivers licence or first aid certificate. Find out more on our website about how to do this. Mentoring and Coaching: Refer to chapter 4, Mentoring and Coaching to see how you can support younger employees. Lead with values Tree Machine Services LTD operations are guided by values of manaakitanga, mana motuhake (independence), kotahitanga (unity), and tautoko (support). What this could look like in your workplace: Understanding key concepts: Familiarise yourself some of the key concepts of te ao Māori, such as te reo and tikanga Māori. Getting to know employees: Learn more about who your employees are outside of work and understand how work may impact their lives, and vice versa. It is important to respect that not everyone may want to engage in these discussions, and that is okay. Encourage participants, but understand that not everyone will be willing to share more than that they are comfortable with. Some suggested questions could be: How do you like to spend your time outside of work? Are there any hobbies or activities you are passionate about? Is there anything that’s been particularly challenging or rewarding recently in your life? Is there anything we can do to support your work-life balance? Whanaungatanga in action A strong sense of family connection is reflected in team bonding events and shared responsibilities among staff at Tree Machine Ltd. What this could look like in your workplace: Team bonding: Consider implementing small te ao Māori practices into your everyday work, such as karakia. Be sure to ask your employees what they would like to see. Prioritising health and wellbeing Offering support for workers facing personal struggles, such as issues with transport, is a priority for Tree Machine Ltd. What this could look like in your workplace: Regular check-ins: Consistently check in with your employees to support their wellbeing. This may involve using a Te Whare Tapa Wha as a framework. For more on this, refer to chapter 3, Workplace Wellbeing and Culture. Kaitiakitanga in action Tree Machine Ltd is heavily involved in environmental work, such as riparian planting, pest management, and track maintenance in partnership with regional councils. What this could look like in your workplace: Implementing Kaitiakitanga Practices: Adopt relevant kaitiakitanga practices that are relevant to your workplace. This may include careful consideration of how you look after nearby waterways or by planting native species. See more examples here . Click here to see te reo Māori Glossary

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

Disclaimer Tēnā koe, This toolkit should be read with the following considerations in mind. Timeliness of Information: The information presented reflects the state of knowledge and industry standards at the time of publication. As the sector evolves, some information may become outdated or require revisions. Intended Audience: This toolkit is designed specifically for employers (business owners, supervisors, and managers) in the food and fibre sector. We recognise that while some content may be highly relevant to your work, other sections may not apply to your specific circumstances. Introduction to te ao Māori Concepts: The information and concepts presented provide a foundational understanding of te ao Māori. This toolkit serves as an introductory guide, and we encourage you to continue your educational journey, as understanding these concepts is an ongoing process. Diversity and Inclusivity: We acknowledge the diverse backgrounds, experiences, and needs of employees within the sector. There is no one-size-fits-all approach, and it's important to consider this diversity when applying the information in this toolkit. Remuneration: While the topic of remuneration is very important, it is not addressed in detail within this toolkit. Legal Disclaimer: The content of this toolkit is for informational purposes only and does not constitute legal advice. For legal matters, please seek the guidance of a qualified legal professional. Additional Assistance: If you require further assistance or specialised support, please consult the recommended formal resources provided in this toolkit. Although all reasonable steps have been taken to ensure the accuracy of the information contained in this document, the Construction Growth Foundation (CGF) disclaims any and all responsibility for any inaccuracy, error, omission, or any other kind of inadequacy, deficiency, or flaw in, or in relation to, the information. Links to external sites are provided throughout the toolkit to support the reader with additional resources that may be more detailed, contextual, or live. While care has been taken to review these, we do not endorse nor bear any liability for the content or accuracy of these external sites.