Human Resources - Summer 2024 (Volume 29 No 4) Welcome to your future workforce
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From the editor
What is our collective view on the future trends of our workforce? How will it look? How will it influence the way we work? And what do these trends mean for the skills and capabilities of the HR profession? As crucial players in this evolution, where can we add value?
While, of course, no one has the definitive answer to any of these questions, it’s always helpful to explore how we can thrive and adapt in our roles moving forward. That’s exactly what this issue of the magazine is dedicated to doing, and we invite you to be a part of this important conversation.
HRNZ Members are telling us they think there will be lots of internal change, technological and digital transformation, demographic changes and diversity of employment relationships. So we take a deep dive into those topics here. We hear about how three organisations are deepening their knowledge of neurodiversity in
the workplace and what they suggest others can learn from them. We hear from Dr Nimbus Staniland at the University of Auckland on how we can think holistically about training and development in the context of te ao Māori and from Kate Billing on how we can work better with our ageing workforce. Dellwyn Stuart, pay gap campaigner and CEO of YWCA Auckland, writes about how we can create a better future for women and other minority groups in Aotearoa New Zealand. Plus, we have our usual line-up of outstanding columnists, sharing their wisdom on topics ranging from employment law and immigration law to professional development and research updates.
With the holiday season not too far away, please use this magazine as an opportunity to rest a moment, and get a fresh perspective on what lies ahead for 2025 and beyond. A big thank you goes to all the brilliant people who make this magazine happen; HRNZ really appreciates your contributions, ideas and input.
From the entire magazine team, I wish you a joyous and restful holiday season.
Kathy Catton
Managing Editor
Kathy.Catton@hrnz.org.nz
MANAGING EDITOR
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Email: kathy.catton@hrnz.org.nz
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T h i s t w o - d a y p r o g r a m m e e q u i p s
e x e c u t i v e H R l e a d e r s w i t h e s s e n t i a l
g o v e r n a n c e s k i l l s .
L e a r n t o e n g a g e w i t h c o m p a n y
d i r e c t o r s , e s t a b l i s h p e o p l e
c o m m i t t e e s , a n d r e p o r t w o r k f o r c e
i s s u e s t o t h e B o a r d .
L E A R N M O R E W e l l i n g t o n , 5 – 6 D e c e m b e r 2 0 2 4 A u c k l a n d , 2 7 – 2 8 M a r c h 2 0 2 5
L E A R N M O R E
TOP OF MIND
Nick McKissack
My father recently passed away at the age of 90. Thinking back on his life, I realise he enjoyed a long period of retirement. He stopped working in his mid-sixties and worked only part-time through his early sixties as a clinical psychologist. He was basically working for himself by then and phasing out of full-time work towards retirement.
It’s predicted that by 2028 over 1 million people in New Zealand will be over the age of 65. Many of these people won’t retire at age 65 as my father did. Some won’t want to retire, and others simply won’t be able to afford to live without continuing to work. The reality, too, is that New Zealand Inc won’t be able to afford for this growing demographic not to work.
So keeping people in the workforce beyond the age of 65 is going to be critical. I can predict a few barriers to this. One barrier is a shocking level of ageism in recruitment processes. I can remember when I was in my early fifties having a recruitment consultant tell me that I was no spring chicken. Goodness knows what he would call me now. This is
the unfortunate reality though. Ageism can kick in at quite a young age and at a time when some people are probably at the top of their game. Assumptions are made about the prevalence of health issues, being slower to train, being more costly to hire and having difficulty accepting change. These stereotypes are not only unhelpful but also inaccurate. We know that people are living longer and remaining highly active much later in life.
Another significant barrier will be a mismatch between the expectations of mature workers and their potential employers.
Thinking ahead to my own retirement, I don’t see myself finishing work completely. I’ll be wanting to build a casual or part-time work schedule around the things I want to do with my life, instead of the other way around. I will also be keen to do things that are both interesting and purposeful. I can imagine wanting to have a mix of working around other people and from home.
It’s easy to see how the odds are stacked against people finding a comfortable fit with their plans to transition into
retirement in a world where immediate prejudice exists in recruitment practices and employers who are sticking with traditional models of work.
The year 2028 is not far away, so those million Kiwis over the age of 65 are in our very near future. Creating age-friendly workplaces needs to be a priority for HR professionals. Understanding the needs of these employees is essential. Developing flexible work practices in relation to job design, hours of work, place of work and employment relationships are just some examples of the HR practices that need to be considered.
Attracting the best of the best from the ageing workforce will be a significant challenge for employers. After all, we’ll be competing for time, which our prospective employees might have far better uses for.
My father had a sailing boat moored in the Raglan harbour. It would have taken a very compelling employment offer to convince him to forego his daily jaunt around that harbour.
Features
28 Māori Work Futures
Dr Nimbus Staniland provides guidance on how we can think holistically about training and development in the context of te Ao Māori
32 The Price of Inaction: Why Closing Pay Gaps Can’t Wait Until 2055
Dellwyn Stuart CEO of Gender at Work and YWCA, highlights how crucial it is to address our pay gaps and what we can do to create meaningful change
36 Riding the Not-So-Silver Wave: New Zealand’s Ageing Workforce
Kate Billing challenges readers to think beyond the stereotypes and societal norms, and rethink the challenges of ageism
40 Neurodiversity in the Workplace
Editor Kathy Catton talks with three organisations recognised for making a difference to the working lives of their neurodivergent employees
Shaping the Profession
1 From the Editor Kathy Catton
3 Top of Mind
Chief Executive Nick McKissack shares his thoughts
8 Quick Reads
The latest updates to keep you current in the world of HR
10 Accredited Members
HRNZ caught up with one Chartered Member and one Accredited Member, to share their career highlights and insights
12 NZ HR Awards 2025
Alice Croucher, HRNZ HR Research Analyst, outlines the range of awards up for grabs in 2025
14 HR’s Role in Financial Wellbeing
The effect of financial advice on employee wellbeing – Debbie Gyde, AMP, looks at how financial wellbeing programmes can significantly affect how our people feel at work
16 Sustainability and HR
It’s a people issue – Izzy Fenwick argues for action right now towards our responsibility for the planet and corporate sustainability
18 Employment Law Update
Off the record or not? –Jack Rainbow, Dundas Street Employment Lawyers, outlines the pros and cons of without prejudice conversations and what to watch out for if going down this path
20 Research Update
How does AI work alongside human creativity? – Azka Gahfoor from the University of Otago suggests areas of attention for HR professionals integrating AI into their organisations
22 Immigration Law Update Managing AEWV holders when the clock is ticking – Rachael Mason, Lane Neave, discusses how employers can protect their most important asset, their people, in the face of the latest AEWV policy
24 PD Spotlight
Guiding exit negotiations – Julia Shallcrass, Employment Lawyer and Founder of KiwiBoss, provides an overview of the Employment Relations Amendment Bill and outlines two HRNZ PD courses that can support us when working with exit negotiations
44 Dear Human Resources... Aidan Stoate, from Inspire Group, shares his heartwarming insights into being a people leader
HRNZ Capability Framework
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Our articles are all tagged with the levels (see above), from our new Capability Framework, The Path
For more information, check out our website.
Quick reads
GOVERNANCE PROGRAMME LAUNCHES TO EMPOWER HR LEADERS
Anew governance programme is set to launch soon, tailored specifically for executive-level HR leaders.
Scheduled for 5–6 December in Wellington and 27–28 March 2025 in Auckland, the twoday intensive Governance for HR Leaders course will equip 25 participants with essential governance principles crucial for engaging with company directors and reporting workforcerelated issues to the Board.
The programme focuses on the responsibilities of the Board of Directors concerning HR governance, emphasising effective engagement strategies and the establishment of people committees. Participants
FOUR IN FIVE FEEL BURNT OUT
According to new research by recruiter Robert Half, the overwhelming majority (81 per cent) of New Zealand workers say they feel burnt out at work, but 24 per cent are not upfront with their manager about it.
When asked whether they feel burnt out, defined in the research as a state of emotional, physical and mental exhaustion caused by prolonged or excessive workplace stress, four in five workers (81 per cent) say they feel “a little burnt out” (60 per cent), “very burnt out” (16 per cent) or “completely burnt out” (5 per cent).
“Burnout is reaching alarming levels in the Kiwi workforce,” says Ronil Singh, Director at Robert Half. “Despite New Zealand being known for boasting healthy work–life balance, the past year
will benefit from a diverse learning experience that includes expert-led training, case studies, group discussions and interactive workshops.
With modules covering topics like health and safety governance and the creation of a governance action plan, this programme is tailored for executive HR professionals poised to enhance their strategic decision-making capabilities. This initiative marks a significant step toward integrating robust governance frameworks within HR practices, ultimately driving organisational success.
For more information, contact natalie.rooker@hrnz.org.nz.
has seen a surge in stress, exhaustion and disengagement among employees.”
When the 501 full-time office workers were asked about what is contributing the most to their feeling of burnout, workers identified heavy workloads (59 per cent), an insufficient number of staff (31 per cent), the commute to the office (29 per cent), a lack of communication and support from their manager (22 per cent) and a toxic organisational culture (21 per cent) as the reasons.
While almost a quarter (24 per cent) of workers have not made their manager aware of their feelings, 10 per cent of workers say their manager has not taken any steps to address burnout, despite being made aware.
Many HRNZ members are finding it daunting to start the technology implementation process within their organisations and to select the right technology for their organisation. HRNZ now has the solution.
Following the successful HRNZ Tech Summit earlier this year, HRNZ launched the HRNZ Tech Assist Service. This service has been developed based on HRNZ’s The Path capability framework and helps members assess their current HR technology and processes, guiding them on their journey towards technology transformation.
Alongside discussions with HRNZ members, Jacinta Schultz, HRNZ’s Lead on Transformation Change, has been working with vendors to understand what is on offer for the New Zealand market in the HR space. This has led to the launch of the Tech Channel, where members share knowledge about real-life HR issues, potential technology solutions and insights into the market.
As part of the Tech Channel, Jacinta held the first TechTalks webinar in September. If you wish to hear about future webinars, sign in to your HRNZ profile and select HR Technology and Systems as a Domain of Knowledge. By doing this, you will be included in the Tech Channel mailing list, invited to any upcoming events and sent any relevant materials.
For more information, contact Jacinta.schultz@hrnz.org.nz.
LEADERSHIP CHALLENGES
REVEALED IN DIVERSITY SURVEY
Findings from the 2024 New Zealand Workplace Diversity Survey suggest that a significant proportion of leaders in New Zealand organisations are not equipped or being held accountable for driving inclusion in our workplaces.
More than a third of respondents to the survey (37 per cent) are unaware of how senior leaders are supported in learning about diversity, equity and inclusion (DEI). Additionally, 39 per cent of respondents are unsure about the accountability measures for senior leaders’ DEI commitments, highlighting a gap in formal accountability systems that undermines trust and motivation among employees.
“The effectiveness of leaders in advancing the DEI agenda depends on their commitment, combined with the technical expertise and capability required to drive meaningful progress,” says Diversity New Zealand Chief Executive Maretha Smit. “In addition, leadership teams themselves should be diverse and role model inclusive practices, embodying the principles they advocate for.”
This is another area where the survey revealed concerns around leadership. Nearly half of respondents perceive there is a lack of diversity within senior levels of their organisation.
Only 13 per cent of respondents strongly agree that their organisation’s leadership is as diverse as the workforce, while 21 per cent agree, totalling 34 per cent with a positive view.
TAKE A BREAK –READ AND LISTEN
Ready for a mini break from your desk? This book and and podcast provide valuable guidance to help you in your HR role.
Make Work Work For You by Louise Gilbert
In the new book, Make Work Work For You (Grammar Factory $29.95), leadership specialist and author Louise Gilbert outlines 27 essential leadership practices that foster performance, growth and wellbeing for individuals, teams and organisations.
Drawing on over 15 years of change expertise, Gilbert unpacks the three pedals of excellence – performance, growth and wellbeing – and why there doesn’t need to be a trade-off between them.
“When you have two but not the other, there are consequences: unrealised potential, unsustainable ways of working and underdeveloped people,” Louise says. “The secret is to press all three ‘pedals’ and make the right ‘moves’ at the right time to create excellence.”
Accessibly written and filled with actionable tips and tools, Gilbert helps leaders become less smashed, less stressed and able to lead better lives while achieving big business outcomes.
PODCAST: Dig Deeper
Dig Deeper is a new podcast hosted by Digby Scott, leadership coach and author of Change Makers. Digby is on a mission to help people find their authentic way to lead so they can have “more impact, with less drama”. Each conversation discusses the challenges of leadership, changes and life. Digby asks surface-piercing questions to help people, including us, the listener, to see what we couldn’t see before.
Episode 2 features HRNZ’s Board Chair Danni Ermilova Williams talking with Digby about how she embraces disruption, surrenders control and makes change happen. It’s a fascinating listen; there’s a huge depth to the conversation and plenty for us to learn.
Conversely, a substantial 36 per cent disagree, and 11 per cent strongly disagree, showing a significant 47 per cent of respondents with negative perceptions.
To change those perceptions, organisations need to ensure they are supporting leaders
to drive inclusion mahi, says Maretha. “Leaders who do not understand why DEI is a strategic imperative or how to do this work effectively will fail to develop the next generation of diverse talent we need to ensure the future sustainability of our organisations.”
Professional Membership accreditation
Jess Bensley
Human Resources
magazine caught up with Jess Bensley (Accredited Member) and Michal Pawlowicz (Chartered Member) to ask about their paths to HRNZ accreditation and their thoughts about the role of HR in Aotearoa New Zealand today.
What have been your career highlights to date?
Initially, my position at Rheem was predominantly payrollrelated, with some HR advisory work. In 2019 I implemented a new payroll software. This meant I was able to free up time to focus on how I could really add value. When COVID-19 hit, we were able to apply the lens of balancing people, legislation and business outcomes. I also began studying for a post-graduate diploma in human resources at Unitec and graduated earlier this year. Throughout my studies, my role at Rheem has grown. I am now the HR Manager and a member of our senior leadership team.
What inspires and motivates you in your career and why?
It is being able to make a difference in people’s lives. We all spend a large proportion of our lives at work, and I love working for an organisation that values people and is open to suggestions or improvements. I find working with senior leaders who are open to new ideas and champion positive change really motivating. What do you see as the challenges facing the industry and HR profession?
Around 30 per cent of the workforce in New Zealand is over the age of fifty-five. This demographic shift will have a substantial effect on businesses that may already be facing a skills shortage. They may need more specific strategies or succession plans to retain institutional knowledge and expertise or develop the next generation of leaders. I see this as a significant challenge and opportunity for HR professionals to address.
“ I haven’t always celebrated the small wins, so it was a good opportunity to give myself a pat on the back for a job well done!
How has HRNZ membership helped your career?
Being a sole practitioner can be isolating due to the amount and type of information you hold. To balance that, you almost need a network of people who you can reach out to. Being a part of an organisation like HRNZ has been incredibly beneficial. The
relationships I have established have not only provided me with valuable insights but also shaped who I am as an HR practitioner today.
Please describe your journey towards becoming an Accredited Professional Member. How was the experience?
The process of becoming an Accredited Member was a great opportunity to reflect and be quite thoughtful in considering my Domains of Knowledge and Levels of Capability. I also found it quite empowering to reflect on my accomplishments to date. I haven’t always celebrated the small wins, so it was a good opportunity to give myself a pat on the back for a job well done!
What have been your career highlights to date?
Moving from Poland to New Zealand was a significant step in my career. Initially, it was challenging to find a job, and I had to take a step back. However, this allowed me to better understand the culture, communication styles and ways of working in New Zealand businesses. One of the highlights from Poland was when the CEO nominated me to lead the HR and L&D aspects of establishing a new business unit. It was a significant recognition for me, especially as I felt more experienced people were on the HR team at the time. In New Zealand, a key highlight has been transforming an admin-focused L&D team into a highly effective Learning & Organisational Development team. This achievement was only possible thanks to the support of my managers and the engagement and openness of my team members.
What inspires and motivates you in your career and why?
I’m motivated by learning new skills, fixing things, improving processes and helping others grow both professionally and personally. I enjoy simplifying tasks, enhancing the employee experience, and creating learning and development opportunities that are accessible to everyone. Coaching and mentoring have been very rewarding experiences for me; seeing mentees achieve
things they didn’t think they were capable of and helping them succeed is deeply motivating.
Michal Pawlowicz
What do you see as the challenges facing the industry and HR profession?
The three main challenges I see are:
a. Cost pressures leading to restructures. With record numbers of people leaving New Zealand and high living costs, there’s a risk of losing talent to other markets, making recruitment and onboarding more difficult, and leading to burnout and lower employee engagement.
b. Immigration policy changes. While upskilling New Zealanders is essential, we also need immigrants to fill certain roles. Attracting skilled workers to New Zealand is vital, especially for sectors like hospitality.
c. AI-driven changes in processes and roles. HR needs to stay ahead by understanding AI’s impact on businesses and people, creating new jobs, and focusing on essential human skills, for example, communication and interpersonal skills.
How has HRNZ membership helped your career?
I joined HRNZ shortly after arriving in New Zealand, and it helped me build valuable relationships, expand my network, and learn more about the HR landscape here. It also gave me insights into
cultural differences and HR trends that differ slightly from those in Europe.
“ Becoming a Chartered Member has validated my contributions to the broader HR community, and I’m proud of this achievement.
Please describe your journey towards becoming a Chartered Member. How was the experience?
When I first looked at The Path, I wasn’t sure if I fit the criteria, because I had been focused on learning and development and organisational development. However, after reviewing it more closely, I realised I had plenty of relevant examples to share. Becoming a Chartered Member has validated my contributions to the broader HR community, and I’m proud of this achievement.
Let’s celebrate all things HR!
Alice Croucher, HR Research Analyst with HRNZ, outlines the many opportunities available within the NZ HR Awards, the annual celebration of New Zealand’s HR professionals.
The NZ HR Awards, hosted by HRNZ, celebrate excellence within the HR profession, recognising the individuals and organisations that shape and advance the industry through their practices. Categories, such as HR Professional of the Year and Emerging HR Practitioner (among many others), recognise organisational excellence and highlight achievements across leadership, diversity, inclusion and sustainability. The HRNZ Awards are a celebration of all that New Zealand’s HR professionals have to offer, and 2025 promises to be the most exciting year yet!
Entering the NZ HR Awards is an opportunity to showcase organisation contributions while honouring those individuals who continue to drive future-focused evolution and excellence in HR. These awards set the
benchmarks for professional practice across New Zealand. Winners gain recognition across the HR community, not only enhancing their professional standing but also furthering their influence. Beyond celebrating success, the awards champion a collaborative spirit and inspire HR practitioners to continue evolving and leading transformative work.
“ The HRNZ Awards are a celebration of all that New Zealand’s HR professionals have to offer, and 2025 promises to be the most exciting year yet!
The areas these awards highlight include talent acquisition, learning and development, wellness programmes and sustainability, all of which are critical pillars
of modern HR. An important category for the context of Aotearoa is the Mana Tangata Award, which honours those promoting Māori cultural values in HR practice. These efforts reflect a growing emphasis on diversity, equity and inclusion within the profession.
The entries in each respective category reveal the trends that are occurring within the HR community in New Zealand. In the past year, one of the standout categories was the Learning and Development Award. This saw a staggering threefold increase in applications, closely followed by the Wellness Programme and Talent Acquisition Awards, both of which also experienced a surge in entries. The number of entries in these categories in the last HR Awards reflects the growing prioritisation of employee development, wellbeing and innovative talent strategies in today’s workplaces. Sustainability also took centre stage, with the Building Sustainability through People Award receiving more than twice as many submissions as the previous year. What was especially exciting in this category was the representation from smaller organisations across diverse sectors –property services, hospitality and health – which are making waves by aligning business success with sustainability.
The Emerging Professional category also saw an impressive spike in interest, with more than three times the number of applicants compared with the previous year, as the next generation of HR leaders steps up. The ability for individuals to be recognised at this stage in their career promotes early stage career HR professionals to self-reflect on where they are in their journey and provides tangible goals and a recognition of achievement for those wanting to continue to increase their influence in the workplace.
The creativity and impact of last year’s Learning and Development Award applicants deserve special recognition.
From leadership programmes that have elevated performance and employee engagement to learning management systems offering self-paced, targeted training, organisations are fostering cultures of continuous improvement and empowerment. One organisation’s effort to help employees achieve recognised qualifications faster is just one example of how HR is transforming lives and businesses. Talent acquisition strategies have also seen exciting developments, with innovative approaches such as storytelling, social campaigns and a strong focus on career development to retain top talent. Across all categories, the dedication to diversity, equity and inclusion has been extraordinary. Whether through initiatives to champion workplace inclusion, racial equality, LGBTQ+ rights or te ao Māori, organisations are proving their commitment to fostering workplaces where everyone can thrive.
“ Entering the NZ HR Awards is an opportunity to showcase organisation contributions while honouring those individuals who continue to drive future-focused evolution and excellence in HR.
For HR professionals and organisations alike, these awards offer a chance to reflect on achievements, engage with peers and inspire future advancements in the field. By celebrating the people who shape the future of HR, the NZ HR Awards not only recognise excellence but also encourage ongoing innovation and professional development. The New Zealand HR Awards 2025 are not just about recognising the best in HR, they are about celebrating the transformative power of HR in shaping inclusive, innovative and sustainable workplaces. With entries spanning industries from construction to health, government to hospitality,
IMPORTANT DATES FOR THE AWARDS:
The submissions for 2025 entries closed on 29 October 2024.
Finalists will be announced on 29 November 2024.
Sales for the Award Dinner tickets start in the week beginning 25 November 2024, and the Awards Ceremony is held on 27 February at the Viaduct Events Centre, Auckland.
See you there!
the HRNZ Awards continue to attract diverse organisations united by their commitment to excellence. Let’s celebrate these trailblazers and look forward to another year of incredible achievements in the HR profession!
Alice Croucher joined HRNZ in September 2023. As an HR Research Analyst, she specialises in gathering and evaluating research related to human resources practices and trends. Her role involves analysing qualitative and quantitative data (as well as case law and statutory changes) to provide insights and recommendations for optimising HR practices to our members. She is in her final year of her conjoint Bachelor of Laws and Bachelor of Arts with Honours majoring in Sociology and Social Policy.
The effect of financial advice on employee wellbeing
Debbie Gyde, GM of Customer Partnerships at AMP, looks at how financial wellbeing programmes can significantly affect how our people feel at work.
Most businesses know how critical an employee wellbeing programme is in creating a successful organisation, but many still overlook a vital component of those programmes: financial wellbeing.
Financial instability is not just a personal issue for employees; it’s a significant workplace concern for the entire business. There has never been a better time to consider the importance of building a financially capable workforce and reducing financial stress, especially during a tough economic environment.
That’s why it’s time for employers to recognise the profound effect financial stress can have on their workforce and take proactive steps to address its often ‘hidden’ costs.
Recent surveys paint a concerning picture of financial
stress among New Zealanders. A staggering 70 per cent of us now worry about money weekly, even daily, up from 60 per cent in just four years, according to the Financial Resilience Index tracker Furthermore, studies show that 80 per cent of workers think stress about money negatively affects their work productivity
The ripple effects of financial stress extend far beyond reduced productivity. It can lead to increased absenteeism, higher turnover rates and lower employee morale.
All these ‘consequences and percentages’ underscore exactly why implementing a comprehensive financial wellbeing programme isn’t just about being a good employer, it’s a smart business decision, too. Companies that prioritise employees’ financial health
often see higher retention and engagement rates, improved ability to attract top talent and stronger employer–employee relationships. PWC research shows that 73 per cent of financially stressed employees would be attracted to another employer who cares more about their financial wellbeing.
By investing in financial wellness programmes, organisations can position themselves as employers of choice in a competitive job market. Fortunately, employers are uniquely placed to have a positive effect on the financial wellbeing and retirement of their people, through the benefits they offer.
To deliver this, employers need to plan effective programmes that provide meaningful improvement in financial outcomes, because the only real way to improve financial wellbeing is to improve outcomes.
That’s why an effective financial wellbeing programme has to be multifaceted, addressing wider aspects of an employee’s financial health. Important considerations might include:
• financial education: workshops and seminars on budgeting, debt management and investment basics
• one-on-one financial advice: access to qualified financial advisers for personalised guidance
• retirement planning: enhanced KiwiSaver contributions or workplace savings schemes
• digital tools: budgeting apps and financial planning software to help employees track their finances.
One of the most effective elements of a financial wellbeing programme, and a good place to start, is access to professional financial advice. Employees who receive financial advice tend to have better financial outcomes, including higher growth in their investments; up to 4 per cent higher, according to a 2020 study by the Financial Services Council. This not only improves
their current financial situation but also helps set them up for a more secure future.
However, financial wellbeing programmes aren’t a one-sizefits-all proposition.
It’s essential to recognise that financial needs vary across different demographics. For instance, the latest Wellness at Work NZ report highlights that financial stress is the main source of stress for Gen Z employees, with 48 per cent feeling stressed at work at least a few days a week. By offering tailored programmes that cater to different life stages and financial situations, employers can ensure their initiatives resonate with all segments of their workforce. And the ripple effect of those initiatives can be far-reaching. Improved mental health and reduced stress, increased job satisfaction and loyalty, better physical health due to reduced financial anxiety and stronger relationships both at work and home can all result from effective financial wellbeing.
That’s why, as HR leaders, you have a unique opportunity to make a significant impact on your employees’ lives and your organisation’s success. By integrating robust financial wellbeing programmes into your overall wellness strategies, you can create a more resilient, engaged and productive workforce, not to mention helping them build a secure financial future.
“ Truly successful financial wellness programmes are able to change both money attitudes and everyday behaviours that have lasting effects. Programmes that have a meaningful impact create a culture that supports financial independence.
Source: PwC Financial Education Report
All of this is why AMP has developed a market-leading workplace wellbeing programme for its corporate clients, to
help employers address these burning financial issues and help Kiwis prepare for a secure financial future.
We have recognised a significant gap in the market for end-toend solutions for workplace wellbeing and launched an integrated education and advice programme designed to arm employees with the tools and skills they need to build financial capability and confidently plan for their financial future, catering to graduates, retirees and everyone in between.
The programme has KiwiSaver at its core and offers support for employers focused on outcomes, capability and behaviour change.
Debbie Gyde is GM of Customer Partnerships at AMP. The company has developed a market-leading workplace wellbeing programme for corporate clients, to help employers address the burning financial issues raised in this article. AMP is on a mission to help Kiwis prepare for a secure financial future. The message is clear: “Unfortunately, retirement isn’t free. Fortunately, we can help with that.” If you’d like more help or information, contact our team via www.amp.co.nz/for-employers
It’s a people issue
Founder of Futureful, Izzy Fenwick argues for action right now towards our responsibility for the planet and corporate sustainability.
Every single one of us has the same finite currency: time. Our lives are built on a non-renewable ‘budget’ of 8,760 hours each year, a resource as irreplaceable as the natural world itself. We spend most of that time working and sleeping.
If we translate that time into money, the ‘investment’ we make into work is enormous, it’s likely the biggest contribution we’ll ever make to society. And so, it’s also the biggest ethical decision of our lives. Do we want to invest that time and money into doing good or into doing harm?
who better to lead that charge than HR and people leaders?
This isn’t just a sustainability issue; it’s a people issue. Companies that create innovative, purpose-led cultures that genuinely care are the ones capable of transitioning and empowering to seek sustainable alternatives in every aspect, whether in marketing, sales, production or maintenance. No corner of a business is exempt from caring about the environment.
“ The question isn’t whether we can make a difference it’s whether we will .
Every day, every meeting, every initiative is either driving progress toward a sustainable future or, quietly, adding to the problem. If we need everyone to think differently about how they show up in the world of work,
The urgency for transformation has never been clearer. Globally, 2023 witnessed a recordbreaking number of extreme weather events. In the United States alone, there were 23 separate billion-dollar disasters between January and August surpassing any previous record. These events resulted
in 253 fatalities and caused $57.6 billion in damages. Such ‘once-in-a-century’ events are becoming alarmingly common worldwide, affecting millions of lives and disrupting economies.
New Zealand is not immune to these changes. Recordbreaking rainfall in 2023 led to devastating floods, loss of life and severe infrastructure damage. These events are expected to become more frequent and intense as the climate continues to change.
Environmental sustainability is no longer an abstract issue; it’s as real and urgent as a business’s financial sustainability.
Some may argue that New Zealand’s small size means our actions have little effect on the global stage. But this view overlooks how small nations can collectively make a significant impact. Countries whose individual emissions are each 1 per cent or less of the global total collectively contribute nearly one-third of global emissions. In fact, around half of global emissions come from nations that account for less than 3 per cent each of annual world emissions.
For too long, the weight of this responsibility has been placed on sustainability teams or, in many cases, a single manager. These experts are analysing environmental data, tracking emissions and crafting strategies to reduce a company’s carbon footprint. Their expertise lies in understanding and reporting on sustainability not in building a culture that embeds these values across the workforce.
HR practitioners and leaders, on the other hand, are the experts in culture. They drive values into the little nooks and crannies of a business. The sooner we recognise that sustainability teams are there to measure, report and recommend solutions, the sooner HR can step in to mobilise and embed these principles across the entire organisation.
By integrating sustainability into culture, recruitment, training and even performance reviews, HR professionals can create a workforce that is not just aware of environmental impacts but actively engaged in reducing them. No industry, no company, no individual is exempt from the impacts of climate change. And yet, organisations too often treat sustainability as a side task rather than embedding it into the cultural DNA of the workplace.
HR professionals must change that. Imagine the power of a culture where sustainability isn’t just an external goal but a core measure of success for every person and team.
“ Every meeting we sit in, every role we fill, every decision we make in our workplaces either protects or jeopardises their future.
This isn’t just good for the planet; it’s good for business, too. In a world where 83 per cent of employees would be more loyal to a company that helps them contribute to social and environmental issues, redefining your work culture can also reduce turnover and increase productivity. When employees are involved in sustainability efforts, they report higher morale and job satisfaction.
Imagine the impact if every employee saw sustainability as part of their job description. We’re not talking about token gestures; this is about giving every employee – from interns to chief executives – the knowledge and autonomy to make meaningful environmental choices in their work.
This approach is no longer just an ambitious vision; it’s a rapidly growing trend. In the past two years, the number of S&P 500 companies tying climaterelated metrics to executive compensation has more than doubled, and the Russell 3000 is following an almost identical path, proving the pressures driving these changes are universal.
With companies increasingly incorporating ‘green’ KPIs
into performance reviews – rewarding employees for actions like reducing waste, conserving resources and innovating around sustainable practices – sustainability becomes embedded in the organisation’s core values, not just a line in the annual report.
The future of our planet depends not only on top-down policy changes or the passion of a few but on a collective shift led by people with the power to shape culture: HR leaders. We are past the point where sustainability can be a distant ideal. The stakes are simply too high, and the responsibility too great.
For HR leaders, this isn’t just about following a trend; it’s about taking the reins of a movement that could define history. This is about the lives of our children and grandchildren. Every meeting we sit in, every role we fill, every decision we make in our workplaces either protects or jeopardises their future. What kind of world do we want them to inherit?
The question isn’t whether we can make a difference it’s whether we will. Because if every HR leader commits, this movement will have unstoppable momentum. Let’s be the generation that didn’t just talk about change but led it, with the urgency and courage that this moment demands.
Izzy Fenwick is the founder of Futureful, New Zealand’s first values-led and skills-based recruitment platform. Futureful is on a mission to help futureproof organisations and mainstream corporate responsibility through radical transparency. Izzy also serves on the Board of The Aotearoa Circle, an organisation that brings together public and private sector leaders to pursue sustainable prosperity and reverse the decline of New Zealand’s natural resources. Through her unwavering commitment to sustainability, Izzy continues to shape a future where the values of environmental stewardship, intergenerational collaboration and sustainable business practices thrive.
Off the record or not?
In HRNZ’s fifth in a series of articles on getting the basics right, Jack Rainbow, Associate at Dundas Street Employment Lawyers, outlines the pros and cons of without prejudice conversations and what to watch for when pursuing this path.
Where a dispute arises between an employer and employee ‘off-the-record’, or without prejudice, conversations can be used by the parties to address the concerns directly. They can be used in an attempt to resolve the dispute without need for legal recourse to the Employment Relations Authority or Employment Court. While without prejudice communications can be an effective dispute resolution mechanism, employers must be aware of their limitations. Employers cannot use without prejudice discussions as a blunt tool, and attempting to do so can have significant consequences.
WHAT IS A WITHOUT PREJUDICE CONVERSATION?
Awithout prejudice discussion refers to off-therecord communications, either
orally or in writing, which are aimed at settling a dispute and cannot be referred to or relied upon later by either party at legal proceedings.
According to the Evidence Act 2006, a communication may be protected by the without prejudice privilege if the communication:
• was intended to be confidential; and
• was made in connection with an attempt to settle or mediate the dispute between the parties.
The benefit of without prejudice discussions is that the parties in a dispute may be open and frank about the issues in order to come to a pragmatic resolution of the situation, without fear that the communications will be used against either party should negotiations fail.
Where genuine without prejudice communications have occurred, a court will not admit any evidence in respect of those communications. In justifying the existence of these protections, the Court of Appeal stated that:
[…] as a matter of public policy, the rule is designed to encourage parties to negotiate settlements of disputes (using that phrase in the broad sense), secure in the knowledge of two things – that whatever is said openly and honestly for that purpose will remain confidential; and that if those negotiations are unsuccessful any statements or offers made adverse to the maker cannot be considered in determining liability in later litigation.
WHEN CAN WITHOUT PREJUDICE COMMUNICATIONS OCCUR?
Employers must be cautious about when and how they engage in without prejudice communications with employees during a dispute. Describing the conversation as ‘without prejudice’, or attaching a label to the written correspondence, does not necessarily mean that the communication will be treated as such and therefore provided with the legal protection.
Several factors must arise for a legitimate without prejudice conversation to occur.
• A genuine and known dispute or problem arising between the parties must exist, which could reasonably result in litigation if the issue were not resolved.
• A relevant connection must exist between the dispute or problem and the discussion that is occurring without prejudice.
• An employee must be informed about the legal implications of what a without prejudice discussion means.
• Once aware of the implications, an employee must agree to proceed with the conversation on a without prejudice basis.
Should any of the above circumstances not exist, the communication will likely not
be found to be truly without prejudice and, therefore, could be admissible in the Employment Relations Authority or Employment Court.
WHERE IT GOES WRONG
In Philpott v Allied Press Ltd and Mainland Distribution Ltd, Ms Philpott raised several concerns about workload pressure and lack of support in a new role she had been transferred to.
During a meeting with her manager, the manager informed Ms Philpott that the meeting was proceeding on a without prejudice basis. The matter was not resolved during this meeting. Ms Philpott then resigned from her role and pursued a personal grievance to the Employment Relations Authority, alleging that she had been constructively dismissed. The Authority concluded that the meeting was not without prejudice and, therefore, the notes of the meeting were admissible before the Authority. This was on the basis that Ms Philpott had not understood that the meeting was to be without prejudice, nor was she given an opportunity to consent to the meeting proceeding on that basis.
STEPS FOR ENGAGING IN WITHOUT PREJUDICE CONVERSATIONS
Employers engaging directly with unrepresented employees on a without prejudice basis face a significant risk, particularly given the imbalance in power in the employment relationship. The employment institutions do not look kindly upon employers who may appear to be applying pressure on an employee under the guise of without prejudice negotiations.
However, where an employer wishes to engage with an employee on a without prejudice basis, an employer should:
• advise the employee that it believes there is a live dispute between the parties, and elaborate on what the dispute is
• ask the employee whether they wish to engage in
without prejudice discussions in an attempt to resolve the dispute before any further communication is given
• explain to the employee clearly and simply what a without prejudice discussion means
• offer the employee the opportunity to first seek legal advice before agreeing to speak on a without prejudice basis
• where an employee agrees for a discussion to proceed on a without prejudice basis, ensure that the explanation and agreement are confirmed in writing or in written notes.
Employers should be cautious to initiate without prejudice communications during disciplinary or performance meetings.
Where necessary, employers should first seek to conclude the disciplinary or performance aspect of the meeting before seeking to initiate further on a without prejudice basis and mark a clear delineation between where the onthe-record conversation ends and the off-the-record communication begins.
Rainbow, Te Arawa
Ngāti Tūwharetoa, is an Associate at Dundas Street Employment Lawyers. Jack has strong experience in industrial relations, dispute resolution and providing highlevel, strategic advice. He partners closely with his clients, providing advice and assistance from start to finish on a range of complex matters.
Jack
(Tapuika),
How does AI work alongside human creativity?
Dr Azka Ghafoor, lecturer in the Department of Management at the University of Otago, provides suggested areas of attention for HR professionals integrating artificial intelligence (AI) into their organisations.
In today’s workplace, the relationship between technology and human input is increasingly important. At the HRNZ Path Capability level –Shapes – HR professionals play a pivotal role in leveraging AI alongside human creativity and agility to drive organisational success while prioritising employee wellbeing.
My equation:
AI efficiency + human creativity and agility = sustainable organisational success + individual wellbeing underscores that AI and human skills are complementary, not interchangeable. For organisations to succeed, AI’s capabilities must work in tandem with human qualities, ensuring neither overshadows the other.
A TOOL FOR HUMAN EMPOWERMENT
AI’s role in HR is to enhance efficiency, not replace human interaction. From automating repetitive tasks to generating data-driven insights, AI allows HR professionals to focus on strategic initiatives. For example, in talent acquisition, AI streamlines candidate screening, reduces biases and enables faster decision-making. This frees up human resources to concentrate on areas like relationship building, which AI cannot effectively replicate. However, AI-driven efficiency cannot exist in isolation. For it to truly benefit organisations, AI must be implemented with human goals at the forefront. HR professionals must ensure that AI systems are adaptable and evolve with the workforce,
enabling – not replacing – the human element. AI should empower creativity, innovation and problem-solving rather than supplant these essential human capabilities.
HUMAN CREATIVITY AND AGILITY: THE HEART OF INNOVATION
While AI offers speed and accuracy, human creativity and agility are irreplaceable. HR professionals bring critical thinking, empathy and adaptability, qualities that AI cannot replicate. Creativity fosters innovation and enables companies to stay competitive in a dynamic market. Human agility – the ability to learn, unlearn and relearn quickly – ensures that organisations can adapt to new challenges and opportunities.
“ AI should be viewed as a collaborator, not a competitor, to human intelligence.
AI cannot generate the imaginative ideas that human minds can. While AI can recommend solutions based on patterns, it cannot empathise, connect with people or drive cultural transformation. By fostering human creativity and agility, organisations ensure that employees are not just reacting to AI outputs but are actively contributing innovative solutions. Moreover, human agility and adaptability allow organisations to respond more holistically to complex problems that require more than algorithmic logic.
AI AND HUMAN SYNERGY: THE PATH TO SUCCESS
AI should be viewed as a collaborator, not a competitor, to human intelligence. Successful integration of AI within an organisation does not mean AI takes over human functions; rather, it allows people to focus on the most valuable aspects of their roles. HR professionals are in the best position to create environments where human creativity and AI-driven efficiency complement each other,
leading to higher productivity, engagement and wellbeing.
“ AI’s role in HR is to enhance efficiency, not replace human interaction.
I propose the following three areas be considered in the strategic alliance between AI and humans that can help create sustainable success for organisations and their people.
#1 Balancing AI and humancentric skills: While AI excels at data-driven tasks, automation and efficiency, it lacks the emotional intelligence required for managing complex interpersonal dynamics and problem-solving. Continuous learning programmes should prioritise the development of soft skills, such as communication, emotional intelligence, critical thinking, adaptability and conflict resolution, to ensure employees can complement AI’s capabilities. By fostering these skills, organisations create a workforce that uses AI for routine tasks while applying human insights to drive innovation and lead with empathy. HR professionals play a crucial role in embedding these programmes into company culture, tailored to each role’s unique challenges.
#2 Ethical AI use and data privacy: HR teams must establish ethical guidelines and frameworks to regulate AI’s use, ensuring transparency, fairness and data privacy to build trust and minimise bias in decision-making processes. An important first step in this process is collaborating closely with IT teams to assess data security protocols and ensure robust systems are in place to protect sensitive employee information. This partnership is crucial for developing and implementing clear policies on data handling, access control and encryption standards.
#3 Employee wellbeing and workload balance: Organisations should strike a balance by leveraging AI for efficiency while maintaining human oversight in roles requiring critical
thinking. By collaborating with IT teams and employees, HR can ensure that AI systems are designed to prioritise employee wellbeing, such as setting limits on work hours, monitoring stress indicators and providing personalised support. This partnership also ensures AIdriven tools do not exacerbate work demands but rather enhance productivity without compromising the human element critical to innovation and wellbeing.
CONCLUSION
AI can never fully replace human skills, and human creativity alone cannot achieve the speed and scale that AI enables. The true power of AI lies in its ability to enhance human abilities, making HR professionals more effective in driving organisational success and wellbeing. The future of work belongs to organisations that strike the right balance between AI and human potential, ensuring that technology and human skills work together for sustainable, long-term growth.
Dr Azka Ghafoor is a lecturer in the Department of Management at the University of Otago, with experience in corporate training, business development and organisational management. Her research spans the areas of creativity, innovation, employee wellbeing and resource optimisation. Dr Ghafoor has collaborated with national researchers and is keen to engage in future interdisciplinary projects. Currently, she focuses on the impact of disruptions – particularly the rise of AI –on key organisational success indicators in modern workplaces, exploring how the relationship between AI and humans is reshaping organisational dynamics.
Managing AEWV holders when the clock is ticking
Rachael Mason, Partner in the Immigration team at Lane Neave, discusses how employers can protect their most important asset, their people, in the face of the latest Employers of Accredited Employer Work Visa (AEWV) policy.
AEWV holders will be aware of the host of changes made to AEWV policy in April 2024. One of the most significant changes made was the introduction of the concept of the maximum continuous stay (MCS), which brings into play a definite ‘up or out’ approach to work visas.
The concept of MCS is fairly simple. AEWV holders need to qualify for residence before their MCS date kicks in or they will need to leave New Zealand and stand down offshore for a minimum of 12 months before they can apply for another AEWV. Exactly how long a migrant will have before their MCS kicks in will be determined based on the combination of pay rate and skill level of their role, with the basic premise being the more highly skilled and highly paid, the longer duration of MCS the migrant is afforded. MCS will range from
two years through to five years, depending on these factors.
What is concerning is that many employers and migrant workers who are already here on AEWVs have not appreciated what the upshot of these changes means: the clock is ticking.
“ As the saying goes: forewarned is forearmed.
It is no longer possible to simply keep renewing work visas on repeat. A limited timeframe is now available within which AEWV holders need to qualify for residence or leave the country. The intent here is to clearly signal to employers and migrants alike that certain types of jobs and certain levels of remuneration are not going to be able to support a pathway to longer-term residence in New Zealand.
In particular, ANZSCO level 4 and level 5 roles are likely to have only a two- or three-year MCS attached to them, unless they are highly paid (at least $47.41 per hour or higher, being 1.5 times the Skilled Migrant Category median wage). The tourism, hospitality and retail sectors will likely be hit hard by these rules, where most roles are classified at ANZSCO level 4 and level 5, where the reality is that few of these roles attract pay rates at that level. Employers in these sectors may be hoping for some relief in 2025 by the pending replacement of the ANZSCO framework, but it is our view that this is unlikely to be the silver bullet we would like it to be.
“ A limited timeframe is now available within which AEWV holders need to qualify for residence or leave the country.
The rules to determine MCS are relatively complex. They require a good understanding of the ANZSCO framework and then the ability to interpret the multi-layered rules that are in effect and how they will apply to a particular situation. Employers also need to take care when relying on ANZSCO determinations from work visas issued before April 2024. Before this date, Immigration New Zealand was not properly assessing ANZSCO, so the classifications that were ‘approved’ are not able to be relied on. We have seen cases where Immigration New Zealand is now downgrading ANZSCO classifications it previously supported.
Similarly, the rules as to whether a job token can be reused are not always straightforward. Just because a job token looks available to be reused, it doesn’t necessarily mean that a particular migrant worker will be able to meet all the relevant criteria to successfully secure a further AEWV.
As employers of migrant workers, understanding how the MCS rules are likely to affect
your employee population as a whole, as well as planning for individual cases, is essential. The earlier you can do this, the better. In some cases, there will be actions employers can take in upskilling a role or increasing pay rates (where feasible) that will be the difference between the migrant qualifying for a residence visa or not, with the flow-on effect of keeping (or not keeping) that employee.
Sometimes, the timing will be critical because a migrant may need to be in a role or earning at a certain level for a minimum period before they can apply for residence. Again, the clock is already ticking in these cases, so getting to grips with how the MCS rules will apply is essential. In some cases, no options will be available to upskill the role or pay more. It simply ‘is what it is’. However, in all cases, the opportunity to plan for the time when that employee’s MCS kicks in, to communicate with the employee and to explore other possible visa options, if available (eg, partnership visas), will help with business continuity. As the saying goes: forewarned is forearmed.
“ The clock is already ticking […], so getting to grips with how the MCS rules will apply is essential.
Rachael Mason is qualified in New Zealand, England and Wales, and has practised exclusively in the area of immigration law for several years. Rachael is a facilitator for HRNZ PD courses, virtual courses and webinars. She works with both multi-national corporate clients and smaller local employers across a range of industry sectors in managing their global and local migrant workforces and developing and maintaining compliance and legal right-to-work policies. Rachael is focused on providing high-quality technical immigration advice that is both pragmatic and commercial. Go to hrnz.org.nz/pd to see upcoming courses.
Guiding exit negotiations: insights on the new employment relations Bill
Julia Shallcrass, Employment Lawyer and Founder of KiwiBoss, provides an overview of an amendment to the Employment Relations Act 2000 and outlines two HRNZ PD courses that can support you when working with exit negotiations.
When an employment relationship falters due to poor performance or misconduct, employers might offer a financial exit in a without prejudice discussion.
MP
Laura Trask’s Employment Relations (Termination of Employment by Agreement)
Amendment Bill would let employers agree to end the employment relationship without the risk of legal crossfire.
This amendment Bill aims to reduce the legal risks associated with settlement agreements, regardless of whether a ‘serious employment relationship problem’ exists. If passed, this change could give managers more confidence to address poor performance by clarifying when and how exit discussions can take place.
While employers wait for the Bill to progress, HRNZ courses, such as Managing Poor Performers and Negotiating Exits for Problem Employees, offer practical guidance for people managers and HR professionals.
These HRNZ courses presented through KiwiBoss provide essential skills for handling performance management and exit negotiations effectively, minimising legal risks.
CRITICAL ASPECTS OF THE PROPOSED BILL
‘Without prejudice’ discussions allow employers to negotiate potential exit terms with employees without the risk of that
information being used against them in court.
Case law shows that such discussions are only protected where a ‘serious employment relationship problem’ exists, such as misconduct or a formal complaint.
What qualifies as a ‘serious problem’ is ambiguous, leaving employers to navigate a legal grey area when negotiating exit agreements.
Trask’s Bill seeks to simplify these negotiations by removing the requirement of a significant issue, enabling exit discussions without triggering personal grievances.
Employers would need only the employee’s consent, a fair compensation offer, and a reasonable opportunity for the employee to seek legal advice to begin negotiations. Negotiations that meet the Bill’s criteria would then be protected, reducing risks of personal grievances and court proceedings.
PROFESSIONAL TRAINING
HRNZ provides live and virtual courses on managing poor performers and negotiating exits for problem employees. Through these courses, HR professionals and managers discover how to handle common situations responsibly and within legal frameworks. Led by myself, the courses integrate case law and practical activities, so you can apply legal requirements in the workplace.
While the proposed amendment Bill could simplify exit negotiations, the performance management process requires employers to act in good faith to remain compliant with employment law.
Regardless of the Bill’s outcome, the Managing Poor Performers and Negotiating Exits for Problem Employees courses provide vital insights to help New Zealand workplaces stay productive and positive while managing legal risks.
MANAGING POOR PERFORMERS
Dealing with ongoing poor performance can be challenging for employers. Poorly performing employees may consistently make mistakes, miss deadlines or lack the skills for the job. Many managers avoid dealing with the formal performance management process for fear of getting it wrong and facing legal action. This can lower team morale, reduce productivity and affect an organisation’s reputation.
The Managing Poor Performers course equips HR and people managers with strategies to manage performance issues constructively while ensuring they meet legal requirements.
Participants on this course will explore the following.
• Manage poor performance informally: Find out how to avoid poor performance in the first place, and informally address performance issues through coaching staff and feedback for improved performance.
• Set clear expectations and goals: Learn how to set Specific, Measurable, Achievable, Relevant and Time-bound (SMART) goals to clarify what improvement is required.
• Develop Performance Improvement Plans (PIPs): Find out how to write formal PIPs, which offer employees a structured pathway to improve. PIPs provide both documentation and a timeline, reducing the risk of personal grievances if the process leads to dismissal.
• Maintain fairness and good faith: Consider how to manage the duty of good faith, by consulting on the performance management process to avoid potential legal pitfalls.
If Trask’s Bill passes, it would give employers a clearer framework for offering exit agreements and empower employees with the option to leave during the performance management process. Where a PIP is unsuccessful, employers could pursue an exit settlement without fear of legal action, provided they comply with requirements under the Bill.
NEGOTIATING EXITS FOR PROBLEM EMPLOYEES
There may be times when, despite best efforts, an employee simply isn’t the right fit or a problem exists within the working relationship that is best resolved through an agreed exit.
The Negotiating Exits for Problem Employees course provides HR professionals and managers with a guide to exiting problem employees through negotiation or mediation.
This course is relevant given the uncertain legal environment surrounding exit negotiations that the Bill aims to address, by providing strategies to minimise risks when speaking ‘off the record’.
Participants on this course learn the following.
• Prepare for negotiation and mediation: Conduct risk
assessments to understand both parties’ positions and potential outcomes without a negotiated agreement.
• Create mutually beneficial terms: Consider how to offer settlement terms that are fair to both parties, covering confidentiality, non-disparagement clauses, references and protection of property.
• Without prejudice discussions: This course emphasises professionalism in communication, with guidance on how to reduce the risk of a personal grievance.
This course empowers HR professionals and managers with the skills to handle exit processes effectively, covering legal requirements and risk management. Through case studies, participants build confidence in preparing for negotiated settlements.
Julia Shallcrass is the founder of KiwiBoss, an HR and employment law training company. Julia is an employment lawyer who provides in-house training to organisations throughout New Zealand. She presents many courses through HRNZ, including Effective Performance Reviews and Giving Feedback, Managing Poor Performers, Managing Mental Illness at Work, Negotiating Exit Settlements for Problem Employees, and Restructuring and Redundancy.
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Māori work futures:
valuing our diversity, enriching our development
“ Titiro whakamuri, kōkiri whakamua.
Look back and reflect in order to move forward.
Dr Nimbus Staniland, Ngāi Tūhoe, Ngāti Awa, Senior Lecturer in Management and International Business at the University of Auckland, provides guidance on how HR professionals can think holistically about training and development, in the context of te ao Māori.
When considering the future of work for Māori, it’s important to adopt a broader perspective that simultaneously links the present with the past and the future. For Māori, work exists within a whakapapa that predates today’s organisations. The late Mānuka Hēnare coined the term ‘Economy of Mana’ to describe early economic relationships based on abundance and reciprocity. An economy of mana centres people, rather than capital, in economic activity. For Māori, these activities were determined by both whānau and whenua, in
the interest of manifesting and protecting mana.
Mana is at once a highly complex and yet exceedingly simple concept. Many Māori scholars have emphasised the supernatural, spiritual essence and energy that is mana, which can be expressed and enhanced through generous acts in the world. More simply, mana defines responsibility, and responsibility comes with obligations.
“ Dr Te Ahukaramū Charles Royal has described the purpose of education as facilitating the flow of mana in learners, their communities and the wider world.
In our increasingly secular society, mana is often translated as status, power and authority. However, mana differs greatly from how we understand status and power today. Mana is earned from and regulated by others. Further, mana is enhanced through contribution and redistribution to others, such that giving and reciprocity enhance the mana of everyone involved. Modern Māori economies are deeply shaped by capitalist and neoliberal forces. Despite He Whakapūtanga o Te Rangatiratanga o Nu Tireni (Declaration of Independence) in 1835 and Te Tiriti o Waitangi affirming mana and sovereignty of Māori, colonisation disrupted whānau, culture and livelihoods through land alienation, imposed wage labour for survival, and education systems that channelled Māori into manual rather than mental labour. Today, wages are our primary source of income, which has created significant disparities in job and life quality, perpetuating intergenerational challenges such as poverty, unemployment and precarious employment. Understanding the past through the lens of today’s experiences is challenging. Yet, these historical and cultural realities have become embedded within our whakapapa of work. As we consider Māori futures, what learnings can we draw
from this whakapapa? Mana necessitates dignified work. How can we shape work to meet physical, spiritual, social and economic needs? How do values of abundance, reciprocity and redistribution inform and transform our thinking about work to create conditions for thriving workforces and communities?
RECOGNISING THE DIVERSITY OF THE MĀORI WORKFORCE
Māori identities are rich and complex. Our population is changing, becoming younger and more ethnically diverse. Many of us played vital roles in, or were witness to, the cultural revitalisation of the 1970s and 1980s that saw te reo Māori established as an official language and the rise of Māori medium education through kohanga reo and kura kaupapa Māori. Today, we see second and third generations of tamariki who are well-versed in their histories and stand strong in their cultural identity.
At the same time, our older population has experienced a shift towards individualism and free-market values. Also, our digital natives and their children navigate the impact of technology on learning and livelihoods within the neoliberal system that has been our constant reality. These varied backgrounds influence how we bring our knowledge and experiences into the workplace, contributing to the unique makeup of the Māori workforce today.
Over the past few decades, facilitated by Te Tiriti o Waitangi and greater historical understanding, we have seen an embrace and celebration of te ao Māori across a range of organisations. This has led to the adoption and integration of mātauranga Māori through values, whakataukī and metaphor, and the establishment of new positions for Māori strategy and leadership.
While this shift creates opportunities for the Māori workforce, it can also bring challenges through extra
work demands that are not adequately recognised or compensated. This experience for Māori workers has been labelled the ‘cultural load’ or ‘cultural double shift’. This is where Māori workers are expected to engage in the job that they were hired to do in addition to the job of representing te ao Māori in all its complexity. Expectations can be amplified when Māori staff are a minority or represent ‘token’ inclusions to support these initiatives. Indigenous peoples worldwide experience this phenomenon, now reframed by the Weenthunga Health Network as the ‘colonial load’ to emphasise that the burden stems from colonial structures, rather than Indigenous cultures.
To illustrate the diversity of the Māori workforce, my research in higher education demonstrated how cultural values and obligations could manifest differently in Māori careers. For example, Māori varied in the extent to which they prioritised commitment to Māori people and communities (who), and adherence to appropriate cultural conduct (how), evaluating their actions according to what is considered tika (ethical, correct) from a Māori worldview.
Consequently, Māori staff seeking to have an effect through their work may enjoy projects aimed at Māori communities and appreciate opportunities that support this goal. Others may be more interested in ensuring the respectful inclusion of knowledge and proper engagement with others. Managers often don’t understand the time, resources or specific skills required to ensure a correct process is followed, or that not all Māori staff possess these abilities.
THINKING HOLISTICALLY ABOUT DEVELOPMENT
Training and development are essential roles for HR practitioners, especially as organisations strive to honour Te Tiriti o Waitangi and integrate te
ao Māori into their operations. If your organisation is embarking on this journey, have you considered the specific effect you want this training to achieve, and how you’ll involve your Māori staff in shaping this process? Cultural change needs strong support from leadership, which often means that development opportunities are directed toward leadership and executive teams. However, this can create inequities in access to cultural education within the organisation. To counter this, some organisations have hosted wānanga where Māori staff from across the business can connect and receive the same training and development opportunities as the leadership team.
Although Māori are still underrepresented in leadership, many do hold senior roles. When a leadership team includes one or a few Māori members, how does the dynamic of training and development shift? For instance, workshops on our colonial history are likely to have different effects on Māori and non-Māori. Unfortunately, some private sector examples reveal the consequences of lacking cultural expertise within the HR function, leading to missteps that could have been avoided.
“ For Māori, it is important to recognise that advancing Māori aspirations can take many forms; beginning with self-empowerment and developing your ability to support your whānau is highly commendable.
HRNZ’s Transforming HRM in Aotearoa programme is one example of these development opportunities. How are staff being selected for participation? How is this learning being shared with Māori staff across your organisation, and by whom? Are invitations extended to Māori staff who may not manage a Māori portfolio but are keen to build their capabilities? While industry programmes like these offer valuable services, it’s also crucial to recognise
and, where possible, draw upon the expertise within Māori communities, fostering connections between staff, their hapū and marae.
“ To what extent is what’s good for business compatible with what’s good for employees and their whānau?
Finally, recognising Māori diversity means avoiding the pigeonholing of Māori staff, which can limit their career opportunities. While building cultural capability can be significant, in what other areas do your Māori staff want to grow? While more Māori are gaining formal qualifications, organisations can further support Māori staff by offering tailored development opportunities and facilitating pathways into formal education, helping to build both practical skills and academic credentials. Dr Te Ahukaramū Charles Royal has described the purpose of education as facilitating the flow of mana in learners, their communities and the wider world. HR professionals can take inspiration from this to consider a more holistic approach to development.
For Māori, it is important to recognise that advancing Māori aspirations can take many forms; beginning with selfempowerment and developing your ability to support your whānau is highly commendable.
TOWARD THRIVING WORKFORCES AND WHĀNAU
Aholistic approach to development for Māori staff exemplifies shifts in practice that can foster a thriving Māori workforce. Although the dominant narrative around the work–life interface for Māori and Indigenous peoples globally often focuses on work–life conflict, significant opportunities exist for enrichment, where experiences in one domain can positively influence the other. Enhancing individual capacity within the workplace not only
improves career prospects but also increases earning potential, benefiting both employees and their whānau. Further, learning about our histories and our culture can empower individuals with positive, agentic identities, creating beneficial and lasting intergenerational impacts, facilitating the flow of mana through individuals, whānau and communities.
“ A Māori worldview offers more than just a framework for working with Māori staff, it provides a fresh perspective on the very purpose of work itself.
For instance, one of my projects (yet to be published) with Māori mothers and daughters illustrates how organisational support can influence cultural learning and sharing between generations. From our wānanga, I’ve noticed a link between how passionate our rangatahi are about integrating their culture and language into their future lives and careers, and their current level of engagement and competency, which has been nurtured through both education and whānau support. The structure of their mothers’ work, such as hours
and workload, affects their ability to access culturally immersive education. Further, mothers who have been able to pursue continuing cultural and language education – thanks to supportive work structures –serve as powerful role models, demonstrating lifelong learning and cultural commitment to their children.
As HR professionals who desire to support employees, you must continue to ask: to what extent is what’s good for business compatible with what’s good for employees and their whānau? A Māori worldview offers more than just a framework for working with Māori staff, it provides a fresh perspective on the very purpose of work itself. Research shows that Māori authorities and businesses are more likely than most to implement initiatives that support employee wellbeing. Further, because many of the challenges that Māori face in the workforce are reflected in the experiences of other ethnic and migrant groups , getting this aspect right is likely to have broader effects on workforce diversity and inclusivity in Aotearoa.
While the comparatively younger Māori population is
frequently highlighted as a critical human resource for Aotearoa New Zealand’s future, I’d urge us to also recognise the full spectrum of strengths that Māori bring, from cultural and social to technical and strategic and more. By working collaboratively to develop these diverse capabilities, we can support thriving workforces and whānau, contributing to a more prosperous Aotearoa.
in the Department of Management and International Business. Her research brings a critical lens to the study of careers, work and organisations more generally, with a focus on Indigenous experiences and aspirations. Nimbus is currently a Primary Investigator on a Marsden Fast Start Grant (2022–2024) investigating the career experiences and aspirations of Māori mums and their teenage daughters. She expects findings from this research to contribute to a diverse research agenda that informs policy in numerous areas including health and wellbeing, education, and workforce and talent development, to better support and enable wāhine Māori in Aotearoa.
Nimbus Staniland (Ngāi Tūhoe, Ngāti Awa) is a Senior Lecturer
The price of inaction:
Why closing pay gaps can’t wait until 2055
Dellwyn Stuart, CEO of Gender at Work and YWCA, highlights how crucial it is to address our pay gaps and what we can do to create meaningful change.
Are you confident your organisation is doing enough to close its gender pay gap? While many New Zealand business leaders might answer yes, the data tell a different story. At the current rate of progress, it will take until 2055 to achieve gender pay equity in New Zealand. This is a timeline that’s increasingly out of step with the expectations of our emerging workforce and one that puts Aotearoa New Zealand behind.
New Zealand’s gender pay gap remains stubbornly at 8.2 per cent, with no significant improvement over the past year. For Māori, Pasifika and Asian women, the pay gap is even
Photo credit: Gino Demeer, Cactus Photography
more pronounced. For businesses aiming to attract and retain top talent in a competitive market, this gap represents more than just numbers on a page, pay transparency and fairness are vital to recruiting the best talent.
“ The path forward is clear: measure, publish, plan and act.
NEW ZEALAND CONTEXT
The challenges of achieving gender pay equity in New Zealand are unique. Despite our proud history as the first nation to give women the vote and our reputation for progressive social
policies, we face persistent workplace inequities. While our national gender pay gap might appear modest, compared with some countries, it masks compounded disadvantages faced by different groups, with Māori and Pasifika women experiencing the largest pay gaps. The impact of COVID-19 added another layer of complexity. The pandemic disproportionately affected women’s employment in New Zealand, with women more likely to have lost jobs or reduced hours. As we continue to rebuild and reshape our workplaces, we have an opportunity to address these historical inequities.
GENERATION GAP IN EXPECTATIONS
Today’s young professionals bring markedly different expectations to the workplace than their predecessors.
Transparency and ethical behaviour aren’t just ‘nice-tohaves’ they’re non-negotiable elements of an acceptable workplace culture. Publishing and addressing pay gaps – whether gender-based, ethnic or other – has become increasingly essential to meeting these expectations.
Recent research from Gender at Work highlights just how crucial this issue has become for New Zealand organisations. In organisations without a formal diversity, equity and inclusion (DEI) policy, a mere 14 per cent of young women and non-binary employees indicated they planned to remain in their role for the next 12 months. The contrast is stark: in organisations demonstrating a visible commitment to DEI and fostering inclusive cultures, that figure jumps to 74 per cent.
Gen Z and Millennials will make up 50 per cent of the workforce by 2030, and we know these new generations are more diverse than those who have come before them. By taking steps to improve inclusive practices today, organisations can ensure they are well-placed to move with these demographic and societal changes.
MEASURING TO MANAGE
The first step toward meaningful change is accurate measurement.
While New Zealand doesn’t currently have a standardised methodology for measuring pay gaps, Gender at Work recommends organisations use the guidance provided by the Government’s Voluntary Gender Pay Gap Toolkit and Stats NZ’s ‘Organisational Gender Pay Gaps – Measurement and Analysis Guidelines’. These guidelines recommend the best measures for assessing pay gaps. The Good Employer Matrix provides further specific guidance to organisations wanting to calculate and address ethnic pay gaps.
“ Transparency and ethical behaviour aren’t just ‘nice-to-haves’, they’re non-negotiable elements of an acceptable workplace culture.
However, measurement alone isn’t enough, transparency and action must follow. Some New Zealand organisations have been reluctant to publish pay gap data, citing concerns about confidentiality and competitive disadvantage. However, leading organisations are increasingly recognising that transparency builds trust and demonstrates commitment to change.
Gender at Work and the YWCA have recently launched the new Pay Gap Insights Hub, the go-to place for information about measuring, publishing and closing pay gaps in Aotearoa New Zealand. The Hub also houses New Zealand’s Pay Gap Registry, with over 115 of the largest organisations publicly listing their pay gap data.
We know that publishing pay gap data makes a big difference in addressing gender and other workplace inequities. Of the organisations that have published their pay gaps on the Pay Gap Registry for at least two or more years, 79 per cent saw a decrease in their gender pay gaps.
CREATING MEANINGFUL CHANGE
Once organisations have measured and published their pay gaps, the crucial next step is developing and implementing a plan to address them. A comprehensive approach should encompass several main areas.
1
Leadership representation
Gender at Work encourages organisations to adopt a 40:40:20 gender balance goal in senior leadership and board roles. This means organisations should aim for 40 per cent women, 40 per cent men and 20 per cent any gender (this could be men, women or other genders).
Regularly measuring progress towards this goal ensures organisations remain focused and committed to reaching this target.
It’s also critical that organisations regularly consider gender balance for talent development and succession planning.
Recent data shows that while women comprise 50.4 per cent of New Zealand’s workforce, they hold only 31 per cent of director roles in the largest private sector organisations.
3
Flexible work and support for parents and other caregivers
Despite making up a much larger percentage of the workforce over recent decades, research shows that women still take on the bulk of caregiving responsibilities and other domestic labour. Providing a flexible work environment that recognises the different caregiving roles that employees may take on outside of work can help organisations retain skilled workers. This could be flexibility around hours of work, the place of work or other flexible practices.
Many leading organisations provide their employees with paid parental leave payments above the statutory minimum. Programmes like Crayon’s Parental Leave Register allow prospective employees to assess parental leave and other caregiving provisions before applying for a role, highlighting the importance of organisations remaining competitive in their offerings for staff. With only 2 per cent of fathers taking parental leave in New Zealand, Gender at Work encourages organisations to consider offering paid parental leave for partners and working towards non-transferable equal paid parental leave practices. This is to encourage both men and women to take parental leave and have a meaningful effect on addressing gender norms for the long term.
2
Inclusive recruitment and promotional practices
Reviewing and updating your recruitment and promotional practices to eliminate bias is another critical step in addressing workplace inequities. Organisations can take various steps to improve recruitment practices, including:
• ensuring the organisation has a formal remuneration structure
• providing pay transparency on all job listings
• using tools to check for gendered language in job advertisements
• conducting blind CV screening
• ensuring they have diverse interview panels and structured interview processes.
4
Gender-safe and inclusive workplace practices
Ensuring your workplace is safe and inclusive is a critical part of addressing gender and other inequities. It’s vital that organisations have clear policies, guidance and procedures around workplace behaviour, including zero tolerance for bullying, harassment and discrimination.
Other necessary steps include policies and guidance to ensure the wellbeing of your staff, including support around menstruation and menopause. This could include training for people leaders, the provision of free period products in all bathrooms and offering flexibility for those experiencing menstrual or menopausal symptoms.
Gender at Work encourages organisations to consider the needs of people of all genders, including those who have or are transitioning to another gender. Gender affirmation and transitioning policies and guides play an important role in this space, as do practical things like ensuring gender-neutral bathrooms are available to all staff.
“ Of the organisations that have published their pay gaps on the Pay Gap Registry for at least two or more years, 79 per cent saw a decrease in their gender pay gaps.
BENEFITS OF ACTION
The imperative for change extends beyond ethical considerations. Organisations that fail to address these issues face significant business risks.
• Talent attraction and retention: With young professionals making up an increasing proportion of New Zealand’s workforce, organisations that don’t meet their expectations for equity and inclusion will struggle to attract and retain top talent.
• Reputation and brand: In an era of increasing transparency, organisations’ approaches to gender equity and inclusion are becoming more visible to customers, partners and potential employees. This is particularly relevant in New Zealand’s relatively small market, where reputation can have an outsized impact.
• Innovation and performance: Research consistently shows that diverse and inclusive organisations outperform their peers in innovation, decision-
making and financial results.
For New Zealand businesses competing in a global market, this performance advantage is crucial.
PATHWAYS TO PROGRESS
For organisations ready to take action, GenderTick, New Zealand’s only gender equity accreditation programme provided by Gender at Work, offers a structured pathway to addressing these challenges.
The programme provides:
• an independent audit of your current gender equity practices
• access to best practice frameworks and tools
• expert guidance on developing comprehensive DEI strategies
• public recognition of your commitment to gender equity.
The programme has been specifically designed for the New Zealand context, taking into account our unique cultural and business environment.
LOOKING AHEAD
The year 2055 is far too long to wait for pay equity in Aotearoa New Zealand. With young professionals increasingly voting with their feet, organisations that fail to take decisive action now risk finding
themselves on the wrong side of history and the wrong side of the talent market.
The path forward is clear: measure, publish, plan and act. The tools and support are available. The benefits are compelling. The only question remaining is: will your organisation be a leader in creating the workplace of the future?
Dellwyn Stuart has worked in leadership and governance roles across commercial businesses, philanthropic funds and not-for-profit organisations. As the current CEO of YWCA, she is passionate about contributing to a future for Aotearoa New Zealand that is more equitable for all and finds joy and optimism in her work with young women. As a leader, her career spans the commercial and not-for-profit sectors with a depth of knowledge and experience in philanthropy, fundraising, stakeholder engagement and gender issues.
Kate Billing, Founder and Executive Development Director of katebilling.com,
“ Aotearoa New Zealand is unique because we have one of the highest rates of people aged 65-plus still working.
New Zealand’s ageing workforce is reaching a nexus point. The wave has been silently rising. As it draws closer to the shore, it’s more important than ever for us to understand and adapt to the radical demographic shift that’s coming not just for our country but the entire world.
THE WAVE IS BREAKING
Over the past few years, as I’ve begun to lead conversations about this more openly with client organisations and executive and senior women leaders I work with, I’ve found it’s often the first time the topic has been raised and discussed. For many, it feels
far off and unrelated to the ‘real and present danger’ challenges they are dealing with today. But rather than being far off in the distance, the Not-So-Silver-Wave is already beginning to break, bringing with it both challenges and opportunities for individuals, organisations and society.
Given the strategic importance of the ageing population (concerning both the markets organisations serve and the people they employ), I believe understanding these demographic changes is essential for organisations looking to create and sustain stand-out employer brands, sustainable talent pipelines, and strong workplace cultures. We can no longer afford to view ageing solely through the lens of a downhill slide to retirement; instead, we should celebrate the wealth of experience, knowledge, wisdom and connections that older workers bring to the table and seek to make the most of them.
LOOKING BEYOND BOOMERS
When we think about the ageing workforce, it’s easy to focus on the Baby Boomers (born 1946–1964), the youngest of whom still have five years in employment if they choose to retire at age 65. But Gen X (born 1965–1980) is hot on their heels with the leading members turning 60 this year. These midcareer workers, now in their midforties to late fifties, are the next group set to redefine what ageing at work means. According to the Retirement Commission, around 33 per cent of New Zealand’s workforce is aged 55 or older, and this number is expected to grow. By 2033, the Ministry of Social Development believes workers aged 45–64 will make up 35.4 per cent of the labour force, while those aged 65 and older will represent 8.6 per cent.
Aotearoa New Zealand is unique because we have one of the highest rates of people aged 65-plus still working. According to the Retirement Commission, 24 per cent of Kiwis aged 65-plus continue in some form of employment, compared with just 10 per cent in the United Kingdom and 12 per cent in
Australia. This trend shows that older workers are not just hanging up their boots when some socially normed final whistle blows; they’re actively contributing to the economy and personally gaining all the benefits of social engagement, meaning and purpose, and improved financial security.
“ Addressing ageism is also an adaptive challenge for individuals.
For many Gen Xers, midlife finds them leading ‘The Sandwich Generation’ as they combine caregiving responsibilities for young children (many having pushed out starting a family) with looking after ageing parents. If their children are older, then they’ll likely have their financial future affected by being ‘The Bank of Mum and Dad’ while continuing to graft for career progression, funding their own home mortgages, and dealing with the increasing cost of living.
RETHINKING RETIREMENT IN AN AGE OF LONGEVITY
Although compulsory retirement was made illegal in 1999, ‘retiring at age 65’ is still part of our socially constructed mental model of the three-stage life: learn, earn and retire. Apart from a few specific jobs, like age 70 for a Supreme Court judge and age 60 for a pilot-in-command, New Zealanders are entitled by law to work as long as they want to and are able.
Life expectancy is on the rise and, far from meaning more years in decrepitude and decline, it’s adding the potential of 10–20 healthy midlife years to our working lives. According to the Stats NZ ‘How Long Will I Live?’ calculator, this particular Kiwi is expected to make it to 87.2–89.5 years. That would mean living 20–25 years in traditional retirement. Something I neither want to nor can afford to do!
Many New Zealanders are facing financial realities (their own and that of their parents and children) that will require them to work longer. The Retirement Commission says that, even with
REFLECTION QUESTIONS FOR YOU AND YOUR ORGANISATION
1. How well do you understand the age demographics of your current workforce? Are you prepared for projected changes in the coming decades?
2. What biases or assumptions might you or your team hold about older workers, and how are these affecting hiring, retention or promotion practices?
3. What opportunities exist in your organisation to create more flexible work arrangements or phased retirement options for older workers?
4. How might you redesign job roles and career pathways to be more inclusive of workers at different life stages while leveraging intergenerational strengths?
5. In what ways could your organisation be more proactive in addressing gendered ageism, particularly for women in mid- to senior-level leadership positions?
6. How can you foster a culture of lifelong learning in your workplace, to ensure that workers of all ages continue to grow and adapt?
7. What steps can you take as an HR leader to advocate for and implement more inclusive, intergenerational policies and practices within your organisation?
NZ Super, close to one in three people don’t think they’ll have enough for retirement unless they keep working past age 65. A study by the Commission for Financial Capability (MBIE) found that only one-quarter of New Zealand workers plan to retire by age 65, with many expecting to work well into their seventies. In 2023, Massey University’s annual Retirement Expenditure Guidelines reported that no longer would NZ Super be enough on its own to support a ‘No Frills’ lifestyle for a couple living in provincial New Zealand.
“ Organisations must actively work to dismantle ageism within their culture, systems and processes.
Additionally, a jaw-dropping gender savings gap exists in KiwiSaver of 36 per cent between women and men aged 50-plus. This highlights the need to address the underemployment and ‘early retirement’ of women in our workforce, especially in their fifties and beyond, along with the gender pay gap and growing exodus of senior women
leaders. These shifts also call for a fresh approach to how we think about the length and shape of our working lives including career pathways, creative retirement options, and opportunities for continuous learning for life.
ADDRESSING THE ADAPTIVE CHALLENGE OF AGEISM
Despite the growing presence of older people in the workforce, ageism remains a significant hurdle. According to the Retirement Commission, in a survey of 500 companies, 33 per cent expressed concern about the effect of an ageing workforce on their business. However, 80 per cent had no specific strategies or policies to recruit or retain workers aged 50-plus, and 65 per cent agreed that older workers can face barriers to being hired because of age. Worse than no strategy or policy is the insidious effect of ageism that is pervasive in our own minds, society and organisations.
“ Shockingly, nearly half of recruiters [from a Totaljobs report] said that 57 years is the average age at which candidates are considered ‘too old’ for job roles.
Ageism Awareness Day was on 9 October this year, and LinkedIn was awash with news articles and stories about ageism in action around the world. From Totaljobs, the United Kingdom’s leading job platform, came disturbing data in its report The Age Advantage: Overcoming Age Bias to Hire Experienced Talent. Reportedly 59 per cent of HR decisionmakers admitted to making assumptions about candidates based on age, with 42 per cent experiencing pressure from colleagues to prioritise and hire younger candidates. Additionally, nearly half (47 per cent) believe that a candidate’s age influences their ‘cultural fit’ within the organisation. Shockingly, nearly half of recruiters said that 57 years is the average age at which candidates are considered ‘too old’ for job roles. On the candidate front, a third of
over-fifties fear they won’t secure another job due to age discrimination. The concern is more acute among women aged 50-plus (37 per cent), with one in seven candidates having been rejected from a job explicitly due to their age. Anecdotally, the situation in New Zealand is not dissimilar. Too often, older workers are viewed through ageist stereotypes and narratives that paint them as less adaptable, less innovative or more expensive than their younger counterparts. And for women, ageism is compounded by sexism, making it even harder to stay visible, relevant and valued in the workplace.
Organisations must actively work to dismantle ageism within their culture, systems and processes. This can start with auditing internal policies and practices to identify where age bias might be showing up. For instance, recruitment and promotion processes often favour younger candidates, and training programmes may overlook
the needs of older workers or investment in their development. And it’s not just for organisations to do the work. Addressing ageism is also an adaptive challenge for individuals. Older workers need to examine their own beliefs about ageing and embrace lifelong learning and career adaptability. Organisations supporting this kind of personal growth stand to benefit from a more engaged, innovative and loyal workforce.
CONCLUSION
New Zealand’s ageing workforce is not a distant challenge, it is happening right now. Organisations that fail to recognise and adapt to this reality risk losing out on a wealth of experience, knowledge and skills. But those embracing the opportunities of longevity and age-inclusivity will capture the benefits. Amongst other things, this means widening our perspective beyond the senior Boomers and ageist stereotypes of older workers, rethinking traditional
retirement models, evolving job designs and careers for increasingly long lives, and actively addressing ageism in our policies, practices, systems and culture.
The multigenerational future of work is upon us. Let’s learn to ride the Not-So-Silver Wave together.
For more than 25 years, Kate Billing has worked in the people, culture and leadership space, becoming one of New Zealand’s leading voices for human-centred leadership and gender and age equity. Over that time, she has worked with a wide range of CEOs, executive teams and senior women leaders, the best of whom have demonstrated the awareness, willingness and courage required for deep and meaningful growth. Her work draws on both timeless and leading-edge thinking from the fields of psychology, social neuroscience, anthropology and philosophy combined with a healthy dose of lived experience to deliver FULLY HUMAN experiences.
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Neurodiversity in the workplace
Kathy Catton, Editor of Human Resources magazine, talks with three organisations recognised for making a difference to the working lives of their neurodivergent employees.
According to Diversity Works
NZ’s 2022 New Zealand Workplace Diversity Survey, only 20 per cent of organisations have a formal policy or initiative on neurodiversity. Also, the same survey revealed it’s likely that many people with a neurodiverse condition, such as ADHD, dyslexia or dyspraxia, are masking it in the workplace, with 63 per cent of people who identified as neurodivergent reporting their organisation was unaware of this.
But the signs are encouraging. Organisations are starting to engage with neurodiversity in the workplace. Here we look at three that have been recognised for their excellence in making a difference in this area.
Ara Poutama Aotearoa Department of Corrections
Ara Poutama Aotearoa
Department of Corrections, one of New Zealand’s largest government departments with around 10,000 employees, has been fostering an inclusive workplace by embracing neurodiversity. Recognising that a significant portion of both its staff and the offenders they work with are neurodivergent, Corrections has launched a series of initiatives to better support neurodiverse kaimahi (employees) and create a more inclusive environment.
“Our efforts aren’t just about improving staff wellbeing but also about enhancing practice and service delivery for the people they work with,” says Amber Rowe, Senior Advisor for Inclusion and Diversity and founder of the Corrections’ Neurodiversity Network.
“Neurodiversity comes under the Disability umbrella, but the separation of neurodiversity from the broader disability network, in this case, was a tactical decision for us. It aimed at ensuring the focus on each group’s unique needs without overshadowing other aspects of disability.”
To address the needs of neurodivergent staff, Corrections has introduced several initiatives over the past three years, shaped by feedback from its neurodiverse employees. These initiatives include:
• Establishing a neurodiversity network: This network has become a hub for support and advocacy, connecting neurodivergent employees and fostering a culture of inclusion.
• Creating an intranet information hub: This provides resources and information on neurodiversity for all staff.
• Hosting annual neurodiversity conferences: These conferences
raise awareness, offer training and create opportunities for dialogue about neurodiversity in the workplace.
• Launching specialised neurodiversity training: A twohour training package, offered both online and face-to-face, equips staff with knowledge and strategies for working effectively with neurodiverse colleagues and people managed by Corrections.
• Making sensory kits available: Sensory kits help staff manage their sensory environments to improve comfort and productivity.
• Offering neuroinclusive recruitment training.
• Introducing a ‘How I Work’ conversation (and framework) between employees and managers: Encourages openended questions about communication preferences and work styles. It promotes early, constructive dialogue between employees and managers to ensure
workplace adjustments are made proactively, fostering an inclusive environment for all.
While formal metrics on neurodiversity are currently not collected, qualitative feedback has been overwhelmingly positive.
“Our staff report noticeable improvements in engagement and behaviour. Managers also note fewer interpersonal conflicts and increased comprehension among all employees,” says Amber.
“These initiatives not only benefit neurodiverse staff but also enhance the overall capability of the department, ensuring it remains responsive and adaptive in its work with both staff and people managed by Corrections,” says Amber.
“Through continuous education and a commitment to listening to neurodiverse voices, Corrections is creating a safer, more supportive environment where all kaimahi can thrive.”
AMBER’S ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE
• Prioritise the creation of a safe and inclusive environment. Begin by listening to neurodivergent employees and identifying their needs.
• Co-design initiatives in collaboration with neurodivergent employees, focusing on strengths rather than deficits, and adopt the social model of disability, which emphasises adapting the workplace to meet employees’ needs rather than expecting them to conform to existing structures.
• Ensure psychological safety, where employees don’t feel ‘counted’ as data but are supported.
• Emphasise the practical benefits of inclusivity, such as improved employee retention and reduced conflict.
• Highlight the importance of making it clear that inclusive practices are not just ‘extra work’ but a smart way to support staff and increase productivity.
• Move at a sustainable pace, because pushing change too quickly can lead to resistance. HR leaders should focus on chipping away at organisational challenges while ensuring that the pace matches the organisation’s readiness for change.
Watercare
Watercare, New Zealand’s largest company in the water and wastewater industry, supplies over 400 million litres of water to Auckland daily while managing a comparable volume of wastewater. The company’s journey towards better neurodiversity inclusion began when employees highlighted the need for greater understanding and support for neurodivergent staff.
In response, Watercare took action to create an open forum for discussion. The People and Capability team partnered with industry specialists from Xabilities to gain deeper insights into neurodivergent perspectives. This workshop provided a foundation for Watercare to explore how different thinking styles could benefit the organisation, while also identifying the workplace challenges faced by neurodivergent employees.
To bring employees on board with the initiative, Watercare hosted a lunchtime session on raising awareness about neurodiversity, where employees could share their lived experiences.
Kirsty Cels, Head of People Partnering, explains that these discussions helped pave the way for a communication line to an informal neurodivergent employee network. This group was provided with valuable insights, including strategies for improving communication between neurodivergent employees and their leaders.
“A key focus of Watercare’s efforts was to make learning and development more inclusive,” says Kirsty. “We reviewed our learning courses – both faceto-face and online – with the goal of making them more
accessible. Course materials were updated to be more inclusive, and sensory resource kits were introduced at faceto-face training sessions to cater to neurodivergent sensory needs. Also, eLearning modules were updated to provide audio alongside onscreen text, catering to different learning preferences.”
To further equip the organisation, the learning and organisational development team created a reference document on neurodiversity. This resource includes information on various neurodivergent conditions, such as autism, ADHD, dyslexia and dyspraxia, and offers strategies for both people leaders and neurodivergent employees.
“The goal is to foster a more supportive work environment by providing practical tools for managers and staff,” says Kirsty. “This has helped normalise neurodiversity, making it easier for employees to engage comfortably and authentically.”
“The next stage for us at Watercare is to consider how support for neurodiversity links with our performance frameworks and goal-setting,” says Kirsty. “It’s something we’re keen to progress.”
KIRSTY’S ADVICE FOR ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE
• Don’t be afraid to keep it simple. Often, simple approaches can still yield significant results.
• Make sure you have the backing of your senior executives to ensure initiatives are clearly communicated and well-supported across all levels of the organisation.
• Focus on normalising diverse ways of learning and contributing.
• Consult external specialists to bring valuable expertise and show what is possible.
Araraurangi Air New Zealand
Air New Zealand’s Flourish Cafe, established in partnership with Project Employ, offers more than just coffee to the airline’s Auckland employees; it serves as a vital training ground for young adults with intellectual disabilities. Opened in 2023 at Air New Zealand’s Fanshawe Street office, which accommodates around 1,600 employees, the cafe supports young people as they transition into the workforce, aligning with the airline’s diversity, equity and inclusion goals.
“Pre-COVID, we had a cafe in our building’s foyer, which shut down during the pandemic,” says Robynne Sam, Senior People Specialist at Air New Zealand. “Employees missed that connection over coffee, creating a desire to bring it back in a way that fosters community and engagement.”
The initiative had a dual purpose: fostering an environment free from discrimination and ensuring equitable experiences for all employees. With only 0.2 per cent of Air New Zealand’s workforce identifying as having a disability – far lower than the 24 per cent prevalence in the general New Zealand population – Robynne emphasises that regular interactions with individuals with learning differences can help dismantle barriers and create a culture of trust and openness.
The Flourish Cafe provides trainees with hands-on experience in a supportive, authentic work setting, serving as a crucial stepping stone toward greater independence and employment opportunities. Success hinges on collaboration across various teams within Air New Zealand, including leadership, property
management and people safety, all contributing to a robust framework that supports trainees while fostering an inclusive workplace culture.
“We saw Flourish Cafe as an excellent opportunity to connect our team with individuals they might not typically interact with. Initially, it was just going to be a coffee cart, but it evolved into a purpose-built facility. My role is focused on storytelling and encouraging our employees to engage with Flourish – promoting its offerings and fostering connections,” says Robynne.
The HR perspective has been about advocating for inclusivity, ensuring the environment feels welcoming for neurodiverse individuals and those with disabilities. This initiative ties into Air New Zealand’s broader diversity strategy, emphasising the importance of building empathy through everyday interactions.
As the programme continues to grow, the team is also looking to better understand its neurodiverse population through anonymous surveys.
“This will guide our efforts in manager education and support, ultimately fostering a culture where diverse talent feels valued and integrated.”
ROBYNNE’S ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE
• Seize any opportunities to help your teams think differently about neurodivergent individuals.
• See all of the skills and strengths of neurodiverse individuals and make it easy for people to connect over this.
• Make any connection opportunities genuine and safe for all.
WHAT’S IT LIKE AS AN EMPLOYEE?
“I was diagnosed with ADHD when I was 12, but I kept my diagnosis private for the first third of my career. I didn’t want to give people a reason to question my capability to lead teams.” Aron Mercer talks about navigating his neurodivergence in his workplace and offers advice for HR to design more inclusive work experiences. Read his article from the Australian HR Institute here.
Dear Human Resources
Our regular columnist, Aidan Stoate, CEO New Zealand at Inspire Group, shares his heartfelt insights into leading people.
What is always close but never actually arrives?
The answer is not, in this case, the public transport you’ve been patiently waiting for on your morning commute.
It is, of course, the ‘future’. This often-abstract concept of the ‘yet to come’, the promise of change. Something new, different, improved.
Even though it can never truly ‘arrive’ in a literal sense, the prospect of a brighter future is important in a workplace context. It enables organisations to continually optimise by identifying and implementing initiatives that strive for better outcomes than might be possible in the present day. This is what drives operational efficiency, enhances culture, elevates performance and inspires a more positive employee experience.
But building a better future, much like that morning commute, is never just a simple case of leaving where you currently are to be transported seamlessly to a new location. Aiming for better is typically a messier process, characterised by a sequence of delays, detours, traffic jams and breakdowns: factors that are traditionally outside of our sphere of control.
Even when everyone is on the bus, and the vehicle is moving, it can feel like slow and painful progress edging towards our destination. So how do we shift focus to incremental progress rather than an unrealistic endpoint that might not be within reach through a simple (or single) journey?
Using the concept of performance may be a helpful way to address this question. Let’s say we want our bus to have the best opportunity to reach its target destination safely, on time and without major incident. Certain protocols will influence this goal, for example: a skilled driver with adequate experience in navigating the roads; a vehicle that has been regularly serviced and maintained; a ticketing system that operates accurately and efficiently. These, along with several other factors, help to ensure the performance of the service through regular incremental initiatives, even if they do not guarantee that the destination will be reached in the way that was initially intended.
Performance, in this context, can be thought of as your best opportunity to reduce risk, rather than a watertight method of mitigating it completely.
When we shift this thinking to an organisational context, it can be an empowering motivator for people’s development. High performance in the workplace is directly attributed to your organisational resilience. When that unplanned road closure threatens to ruin the entire journey, a capable driver with the knowledge to find a different route will ensure a potentially major issue is reduced to a more manageable inconvenience.
Unlike the ‘future’, developing teams to perform at their best is not an abstract notion. The optimum time to grow your people is in the here and now. Find the tools and techniques that will incrementally build their capability, so they are able to respond to constantly changing conditions, whatever the future may hold!
Stoate is the New Zealand CEO of Inspire Group, an award-winning learning design consultancy that delivers worldclass solutions to organisations globally. Aidan has a passion for helping organisations improve their culture and performance through innovative learning and development interventions. As an ICF-accredited organisational coach, Aidan provides subject-matter expertise for the design and delivery of leadership programmes, while leading the Inspire Group New Zealand business across all projects and disciplines. Having led organisations and teams in the United Kingdom, South-East Asia, North America and Australasia, Aidan brings a nuanced perspective while promoting inclusive, engaging and contextualised solutions that drive genuine behaviour change and strategic benefits.
Aidan
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