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

As an employer in the food and fibre sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Financial Support What financial support is available for training and development? See Below for Information on: Government Support Scholarships Bonding Additional Support As an employer in the food and fibre sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Here's a look at some options: What government financial support is available? New Zealand Apprenticeships linked here: Employers can access funding through the New Zealand Apprenticeship scheme which provides support for training apprentices in various food and fibre sectors. Regional Apprenticeship Initiative (RAI) linked here: Aimed at regional New Zealand, this initiative provides financial support to employers to take on and train new apprentices, particularly in the food and fibre sector. Mana in Mahi – Strength in Work linked here: This program offers subsidies and incentives to employers who take on job seekers, including support for training and development. Ministry of Social Development linked here (MSD): MSD provides several funding opportunities to pay for wages and training. This includes programmes that help job seekers get the skills they need to meet the requirements of a job, funding and support to help with short-term pre-employment or in-work training to gain industry-specific skills needed for a job. What scholarships are available? Various organisations offer scholarships for students pursuing studies in agriculture, horticulture, forestry, and other food and fibre sectors (e.g. Don Hulston , MPI On Farm Support , Lincoln University Foundation ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. Industry bodies such as DairyNZ , NZ Pork and Horticulture New Zealand offer scholarships for studies related to their specific industries The Ministry for Primary Industries has a handy list of scholarship opportunities available in the food and fibre sectors linked here . How do I bond employees? Employer-initiated bonding Employers can create bonding agreements where they provide financial support for an employee’s education or training in exchange for a commitment to stay with the employer/business for a specified period. This ensures that the investment in training benefits the employer. A bond means that an employee would be asked to return any agreed upon funding for external courses if they leave within a specific time period (usually one to two years). Example of a bonding scheme Employee Kate wants to improve her leadership skills both so she can be a more effective supervisor in her workplace, but also so she can contribute to wider industry initiatives such as her local catchment group. Her employer, Barbara sees the value in supporting Kate with her course. She offers to pay for 50% of the course for Kate. To ensure this investment is returned Barbara stipulates that if Kate leaves within the next 12 months she would need to pay back the 50% contribution. What are the additional support mechanisms? Industry Training Organisations (ITOs): ITOs like Competenz and Primary ITO provide tailored training programs, resources, and sometimes financial support to help employers develop their workforce. Professional development programs: Many industry associations offer professional development programs and workshops, often subsidised or at a reduced cost for members. Click here to find out more on Case Study Examples

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

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

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: NZ Young Farmers Regional Mentor Teams Agri-Women’s Development Trust Generation Change Mentoring Rural Leaders Programmes and various industry body programmes 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? You can also see a Mentoring Programme rubric created by Food and Fibre CoVE which outlines a set of criteria to measure the level of vocational excellence achieved. It can be a helpful tool to see how you can improve your mentoring abilities. Click here to see our Case Study Examples

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 do I hire and onboard new employees so they stay for longer? How can I create a positive environment that boosts job satisfaction? How do I grow my understanding of Māori experiences in the workplace? 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 Employee lifecycle Attract Retain Click here to search the Toolkit Why invest in your people The food and fibre sector is vital to Aotearoa New Zealand's economy, driven by hard-working employees. However, retention rates during the first 12 months are critically low due to mental health challenges, misaligned job expectations, and poor employee-manager relationships. Food and Fibre Centre of Vocational Excellence (Food and Fibre CoVE) has created a toolkit to address these issues, aiming to enhance job satisfaction and retention. Replacing staff is costly, ranging from 30% to 200% of their annual salary, and impacts productivity. Satisfied employees are more productive, improving business performance. Incorporating te ao Māori principles can further enrich the workplace. Investing in our workers secures the sector's future... Paul Hollings Food & Fibre CoVE, General Manager [image] View More Listen to the Audio Version here Download the Printable Version here

Two case studies are shown below for both mentoring and coaching. These highlight some of the common issues with coaching or mentoring and in contrast, the key good aspects of coaching and mentoring. What does good coaching and mentoring look like? Below outlines two case studies for both mentoring and coaching. These highlight some of the common issues with coaching or mentoring and in contrast, the key good aspects of coaching and mentoring Mentor Coach Mentor Needs Addressing Excelling Jordan, a senior farmer, is mentoring Brooklyn, a new farm assistant. However, Jordan rarely finds time to meet with Brooklyn and often cancels their scheduled sessions. When they do meet, Jordan tends to dominate the conversation, offering advice that is not always relevant to Brooklyn’s interests in livestock management. Brooklyn feels frustrated and unsupported, and is unsure about their future within the business. Darcy, a senior manager with over 20 years of experience in viticulture, is mentoring Charlie, a contractor from overseas. Darcy regularly meets with Charlie to discuss their career goals and provides Charlie with valuable insights into the industry. Darcy helps Charlie set long-term career goals and offers advice on developing their skills. Charlie feels supported and inspired, and has successfully navigated several challenging projects thanks to Darcy’s guidance. Coach Needs Addressing Excelling Taylor, a coach, is working with Riley, a new employee on the orchard, on their time management skills. Taylor often provides generic advice without considering Riley’s unique circumstances. Taylor doesn’t follow up regularly, and Riley feels left to their own devices. As a result, Riley struggles to implement any meaningful changes, and their performance remains stagnant. Riley feels discouraged and doubts the effectiveness of the coaching process. Alex, a skilled coach, is working with Jesse, a dairy farm manager, to improve their herd management skills. Alex schedules regular sessions with Jesse, where she uses active listening to understand Jesse's concerns and challenges. Alex guides Jack in setting specific, achievable goals, such as improving milk production and cow health, and helps develop a clear action plan. Alex provides constructive feedback and encourages Jesse, leading to noticeable improvements in herd wellbeing and productivity. Jesse feels more confident and capable in their role. Click here to find out more on Your Obligations as an Employer

Glossary of Māori terms. Aotearoa - Land of the long white cloud (New Zealand). Te ao Māori - the Māori world. Mātauranga Māori - Māori knowledge systems. Kaitiakitanga - Guardianship / stewardship Glossary Term Aotearoa Te ao Māori Mātauranga Māori Kaitiakitanga Taiao Te reo Māori Tikanga Whakapapa Rāhui Mauri Whanaungatanga Pepeha Whānau Mahi Manaakitanga Karakia Maramataka Matariki Kawa Kia ora Iwi Hui Pōwhiri Kōrero Waiata Hapū Tangihanga Mātāwaka Mana motuhake Kotahitanga Tautoko Definition Land of the long white cloud (New Zealand) The Māori world Māori knowledge systems Guardian / stewardship Environment The Māori language Customs and practices Genealogy To put in place a temporary ritual prohibition Life force Kinship and Relationships Type of introduction Family Work Caring and respecting others Ritual chants Māori Lunar calendar Star cluster - often associated with the Māori new year Protocols relating to formal activities Hello Tribe Meeting Welcoming ceremony Speeches Songs Sub-tribe Mourning Kinship group Independence, self-determination Unity Support Support Click here to find out more on Elements of Te ao Māori

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, Food and Fibre Centre of Vocational Excellence 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.

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. Find out more information from the sector here (Beef and Lamb NZ) and here (Dairy NZ) on employee pay. 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

How do I manage leave and ensure the health and satefy of my staff? See below for information on leave and holidays, and health and safety. What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave & Safety How do I manage leave and ensure the health and safety of my staff? See Below for Information on: Leave & Holidays Health & Safety What is employee leave? It is important to know the different types of leave your employees are entitled to as well. Leave and holidays can include (but are not limited to): annual leave, public holidays, sick leave, bereavement leave, and: parental leave. It is important to note that granting additional leave above the minimum requirements, whether it’s annual leave, sick leave or other, can help support the wellbeing of your employees and can aid in their retention. Going beyond minimum legal entitlements can be a strong motivator for why good employees want to work with you as well. You may consider this as part of your employee benefits to attract great workers, or on a compassionate basis when an unforeseen situation arises (e.g. longer bereavement leave for a loss of someone close, longer sick leave for serious illness). Annual leave Employees are entitled to annual leave. Full-time employees are entitled to a minimum of four weeks of paid annual leave each year. This allows them to take a break, recharge, and spend time with their whānau. An employee is entitled to their annual leave when they have worked continuously for you for 12 months. However, you can choose to allow employees to take annual leave before then as part of an employee benefit. In the 12 months before entitlement, annual leave is accrued over the time of their employment. You can find more information on how annual holiday entitlements work and how to calculate them here . For casual employees and fixed term employees less than 12 months, the employee can agree to be paid holiday as ‘pay-as-you-go’. This means that instead of accruing leave, the employee gets 8% of their total earnings paid as holiday pay along with their regular wages each payday. This can be a simple and convenient way to handle holiday pay for short-term or irregular work. For more details, please see here . Public holidays Employees are entitled to all 12 New Zealand public holidays (see a list here ). If an employee does not work the public holiday, and it is their normal working day, it is expected they are paid what they would have received if they had worked that day. If your employee needs to work on a public holiday, they are entitled to time and a half pay for the hours worked, plus, they should also get an alternative holiday day, often called a 'day in lieu' unless they do not usually work on the day the public holiday falls on. This rule applies to casual workers as well, ensuring fair treatment for everyone. If an employee does not usually work the day of a public holiday and continues to not work that day, they are not entitled to any additional pay or an alternative holiday. More information on public holiday entitlements and considerations can be found here . Sick leave Sick leave helps ensure that your team can take care of their health without worrying about losing pay. All employees, whether they are full-time, part-time, or casual, are entitled to 10 days of sick leave each year once they: have been working for you continuously for 6 months, or they have worked for you for a period of 6 months for: an average of 10 hours per week, and at least one hour in every week or 40 hours in every month. Sick leave can accumulate up to 20 days in total. You can request proof of sickness or injury through a medical certificate from a doctor chosen by your employee. If an employee has been absent for more than 3 days in a row and you want to request a medical certificate, the cost of the GP visit then falls on the employee. For more details on how to calculate sick leave and what it covers can be found here . Bereavement (Tangihanga) leave Bereavement leave can be taken at any time and for any purpose related to the bereavement. It doesn’t have to be taken straight away or on consecutive days, giving your employees the flexibility they need during difficult times. The amount of bereavement leave an employee is entitled to depends on their circumstances: Three days: For the passing of immediate family members or in the case of a miscarriage or stillbirth One day: For any other type of bereavement, if you accept their circumstances, keeping in mind the principle of good faith. As an employer, you can be flexible with the number of days you provide for bereavement leave. For Māori employees, there may be cultural expectations to attend tangihanga, a Māori ceremony for mourning that can last several days. In this circumstance you may want to consider providing additional bereavement leave above minimum requirements. For more information on entitlements and other circumstances, you can find additional details here . Parental leave Employees are entitled to take time off for parental leave if they meet the requirements. For primary caregivers, the requirements to be eligible for parental leave are that they have worked for you: for an average of at least 10 hours a week, and for at least 6 months. Other types of care, such as partners leave and extended leave have different requirements which must be met (see here for more information). For primary caregivers, if they meet the requirements they are eligible for up to 26 weeks of leave, with the option to request extended leave if needed. The law does not require employers to pay their employees during parental leave. However, as an employer, you have the option to 'top up' parental leave with additional pay. This can be a great way to attract and retain your staff, showing them that you value their commitment and family needs. There are different types of parental leave to be aware of, each with its own set of rules and conditions. You can find more detailed information on these different types of parental leave here . Other types of leave There are also other types of leave you need to be aware of such as family violence leave, jury service leave, time off to vote, and unpaid leave. You can find more information on these types of leave here . What is health and safety? Having good health and safety practices is crucial to keep your staff thriving. These practices are not as hard, expensive, or time-consuming as you might think. Good health and safety measures improve worker wellbeing, boost productivity, reduce absenteeism, and ensure you meet your legal responsibilities. Under the law, businesses must look after the health and safety of their workers. This means providing a safe working environment and taking steps to prevent accidents and injuries. Health and safety has large legal implications if it is not done correctly. This section does not cover the full extent of your responsibilities as an employer as many resources already exist to help you in your journey. Key Resource Worksafe New Zealand, the government run health and safety regulator, has developed key resources to help food and fibre meet their health and safety obligations. Home Website Guide for Farmers Forestry Information Agriculture Information Searching their website to find industry or sector specific information which fits your business will provide the most helpful and accurate information on how to manage health and safety. Additional sector and industry specific information can also be found here: Dairy NZ Beef + Lamb Horticulture Viticulture Forestry Seafood Health and safety can also go beyond removing individuals from physical harm to improving overall wellbeing to support job satisfaction and productivity. This means considering how workplace culture impacts on the different areas of wellbeing; physical, cultural, social and mental. See more information in Workplace Wellbeing and Culture . Click here to find out more on Preventing & Addressing Problems

Understanding the roles of mentors, coaches, and buddies in the food and fibre industry can significantly enhance employment relationships. Learn more about what each role can achieve, their key activities, and the pros and cons associated with each. Understanding Mentoring and Coaching What is the difference between a mentor, a coach and a buddy? See Below for Information On: Mentor Coach Buddy What is a mentor? What does it achieve Focuses on long-term career development, goal setting, and personal growth through supporting someone's career journey usually across a medium-long period of time in an industry. It focuses on career networks, sharing similar experiences, and providing guidance on longer-term career pathways. Key activities Mentors listen, share their insights, and help mentees navigate their career paths. They connect the mentee with resources including experiences or networks. Who Involves a more experienced person providing advice, guidance, and support to a less experienced team member. Often from outside of the organisation. Pros Long term focus. Personal growth. May have infrequent check-ins.z Can be as part of a formal programme. Cons Time intensive. Can be unstructured. Mentee can sometimes have solutions given to them and not think through independently. What is a coach? What does it achieve Interactive process where the coach uses questioning and active listening to help the coachee find their own solutions and 'a-ha’ moments. It focuses on improving specific skills, performance, and achieving short-term goals. Key activities Coaches guide individuals to set clear goals, develop action plans, and stay accountable. Who Involves a senior person from within the organisation. Pros Regular check-ins. Structured approach. Skill improvement. Personalised feedback. Frequent check-ins. Encourages independent thinking and confidence. Cons Short term focus Relies on coachee to work problems through for themselves. What is a buddy? What does it achieve A buddy system is a simple and effective way to support new employees as they settle into their roles throughout their first few weeks or months on the job. Key activities Answers questions, introducing the new team member to others, and sharing tips on workplace practices to help them settle in. Who Someone similar in age / work experience (two to five years). Pros Provides immediate support. Eases transition into work. Peer connection. Cons Limited in ability to support with some issues Temporary New employee may become over reliant Click here to find out more on What Good Looks Like