Employer Toolkit

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? Below are three illustrative examples of employers at different stages of recruiting. They are not intended to represent any individual, organisation or industry. Needs Addressing Doing Well Excelling Case Study 1 - Needs Addressing Description: Eleanor is an owner of a kitchen design 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 glazing company 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 Dale 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 glazing 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 carpentry 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 carpentry 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 spent many years in construction sector, we know the value of our dedication and hard work. Our sector is the backbone of our economy, and without our workers, we wouldn't be able to build to keep New Zealand's economy going and growing. That’s why we’re deeply invested in addressing our employee retention issues, and why you should be too. Why invest in your people Construction and infrastructure built New Zealand, and the people who show up to do that work need to feel steady, supported, and seen – whether that's in the office or on site. That's why its important to invest in your people, and it's fast becoming one of the smartest investments an employer in this sector can make. The case isn't just moral, it's commercial. When Workforce Central Dunedin embedded onsite health clinics, mental health support, and wellbeing initiatives into the Dunedin Hospital build, every dollar invested returned $5.04 in value. Separately, NZIER research puts the return on proactive workplace wellbeing initiatives at an average of 5:1, rising as high as 12:1 for well-targeted, low-cost programmes. Add to that the World Economic Forum finding that companies with more diverse management teams generate 19% higher revenue from innovation, and the message is clear: looking after your people isn't a cost centre, it's a growth strategy. Employers who invest in wraparound support reduce turnover, retain skilled workers, and lift productivity on the job and is exactly what a sector under pressure needs. What is pastoral care, and who is it for We define pastoral care as the structured and intentional support systems and practices that protect the physical, emotional, cultural, and educational wellbeing of your workers. In practice, that means everything from making sure someone has the right PPE and transport to get to site, through to mentoring, flexible leave, and culturally grounded support that helps people feel they belong. Pastoral care matters for every worker, but it's most critical in the early years of a career and for apprentices in particular, where the workplace itself doubles as a classroom and the employer becomes trainer, mentor, and often the single biggest influence on whether someone stays in the trade. It's equally vital for workers from groups who are too often underserved by one-size-fits-all systems: Māori, Pacific peoples, women, migrants, and neurodiverse workers all benefit from support that recognises their specific circumstances rather than assuming everyone's needs look the same. A sector that can't afford to keep losing people New Zealand's construction and infrastructure sector needs an extra 157,490 workers by June 2027 just to keep pace with demand, yet it continues to bleed the people it already has. Of workers who entered the sector in 2018, 26% left within their first year, and only 23% were still there five years on. For Māori and Pacific workers, that five-year figure drops to just 14% and 16% respectively. The good news is we know what turns this around. At Cook Brothers Construction's Apprenticeship Academy, a single dedicated Apprenticeship Development Coordinator became the "secret sauce" behind stronger completion and retention, simply by being a consistent, trusted point of contact. Programmes like Te Ara Mahi and Pae Aronui show that culturally grounded, relationship-based support helps apprentices push through the barriers that would otherwise push them out. And Workforce Central Dunedin proved that removing everyday practical barriers, health checks, transport, flexibility, keeps people on site and productive. None of these are expensive fixes. They're proof that small, consistent acts of care add up to real retention gains. Get the full picture This is only the introduction. Our full insights report draws on interviews with 15 sector stakeholders and a review of the latest evidence to show what effective pastoral care looks like in practice, where the sector is falling short, and what employers, training providers, and policymakers can do about it. Learn More Download the full report

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 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. By fostering connections, mentoring and coaching help to create a more satisfied workplace culture where everyone feels valued and encouraged to grow. 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 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 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

Disclaimer Tēnā koe, This toolkit should be read with the following considerations in mind. Case Studies: The example case studies throughout this toolkit website are just a guide. They are not intended to represent any individual, organisation or industry. 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 construction 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 website, 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.

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 construction or working with clients and consultants, 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 builders, designers, bricklayers, and painters, 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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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 Aotearoa 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

More than 60,000 Māori worked across New Zealand’s construction and infrastructure sectors in 2023. Māori Cultural Confidence How do I grow my understanding of Māori experience in the workplace? The number of Māori employees in the construction sector in New Zealand is steadily growing. Māori account for approximately 16.7% of the total construction workforce. 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

Understand how to pay employees, including minimum wage rates, different pay methods, and allowable deductions. Get insights on setting working hours, providing breaks, and offering additional benefits to attract and retain staff. Find comprehensive guidelines on employee pay, hours, and breaks here. Pay & Hours How should I pay my employees and set their hours? See Below for Information on: Pay Hours & Breaks Employee expenses How do I pay employees? Minimum wage rates apply to all employees aged 16 and over and are reviewed each year by the government. There are three types of minimum wage: Adult minimum wage: For employees aged 16 years or older and are not starting-out or a trainee Starting-out minimum wage: For employees under 20 in specific situations Training minimum wage: For employees aged 20 or over and completing 60 credits of industry training. There are other ways to pay employees, such as piece rates (pay for a number of 'pieces' completed). However, employees paid per piece must still receive at least the minimum wage for each hour worked. You can find information on the three types of minimum wage here and the types of pay, allowances, paydays, and payslips here . It is also important to note that as an employer you are able to make deductions from an employee’s pay for specific requirements. See the IRD website here for more information. For employees who have opted into KiwiSaver, as an employer you are expected to make your own employer contribution to their KiwiSaver. More information on KiwiSaver can be found on the IRD website here . It's important to note that what you pay workers impacts their retention and job satisfaction. Constantly hiring and training staff as a result of employees leaving often result in higher costs overall for your business in lost productivity time. You can also provide additional benefits to your employees such as vehicles for personal and business use, petrol vouchers, and free food to attract and retain employees. Should you decide to do this, make sure you check what the tax implications of these benefits may be. Thinking about how you pay your employees is one of the first steps to attracting and keeping great people. What do I need to know about hours and breaks? Hours In your employee agreement, it's important to set the expected number of hours your employee will work each week (except for casual workers whose hours will vary). This should be no more than 40 hours, not including overtime, unless you and your employee agree on something different. Make sure to also include: the start and finish times the days of the week the employee will work. You can find more detailed information on working hours here . It's also a good idea to clearly outline any pay for any overtime or extra shifts in the employee agreement. Paying employees for working overtime or extra shift needs to be agreed to by the employer and employee and included in the employment agreement. Breaks Employees are entitled to breaks to help them work safely and productivity. They are entitled to rest breaks (10 minutes) and meal breaks (30 minutes). Break entitlement will differ depending on how many hours an employee has worked in one day. As an example, breaks for a typical 8-hour workday look like: Two paid rest breaks of 10 minutes each One unpaid meal break of 30 minutes each. For more information on breaks and how to calculate them, you can find more information here . Do I need to compensate for employee expenses? Employers often navigate employee expenses and allowances based on principles of fairness and good faith. While there are no strict rules, it is considered best practice for employers to clearly outline in employment agreements and workplace policies what expenses they will cover. Typically, this might include: mileage costs for necessary work-related travel, food and accommodation during such trips. uniforms may be provided as part of employee allowances. By clearly defining these elements, employers can create transparency and a shared understanding with their employees. For more detailed information, resources are available on Employment NZ here and Business.govt here . Click here to find out more on Leave & Safety

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 Supporting your 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. Share knowledge 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 employee 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 employee to other team members. Invite the new employee 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 employee so you can be a familiar face. Set up informal check-ins. Provide an overview of the new employee's team: other team members, roles, and responsibilities. Have the new employee 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 employee to other team members. Provide the new employee 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 employee 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

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

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

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