Plunket Kerplunks

Posted on Thursday, December 24th, 2009

McPhail Gibson & Zwart Limited.

Sean Plunket is the well known presenter of Radio New Zealand’s Morning Report. He has been employed by Radio New Zealand (RNZ) since 1997. An issue arose in relation to Mr Plunket’s ability to undertake secondary employment. Mr Plunket was subject to RNZ employment principles, including “Standards of Integrity and Conflicts of Interest”. This policy included the statement: “If any of your activities have the prospect of falling into one of these categories [NB previously listed areas of conflict] then you have an obligation to obtain your Manager’s express approval prior to undertaking this activity”. A further Editorial Policies document was issued by RNZ in March 2005. This included a Conflict of Interest section. It included the statements: “It is important that no off-air activity, including writing, the giving of interviews or the making of speeches, leads to any doubt about [the employee’s] objectivity on air” And “As a general rule RNZ employees may not work…for organisations considered by the company to be in competition, or associated with competing organisation.” The section of the policy on secondary employment stated: “All employees who have any secondary employment outside RNZ…must declare such employment…and gain approval from the Chief Executive. …Failure to do so could result in disciplinary action”.

 

In August 2005, Mr Plunket joined the EPMU and became covered by the applicable collective agreement. Clause 30 of this agreement stated the particular terms of engagement for the employee were specified under the employee’s terms of engagement letter. This meant his initial letter of appointment (which had attached the RNZ employment principles) still applied. An issue initially arose when in September 2008, RNZ became aware of an advertisement promoting an upcoming election debate, featuring Mr Plunket as a TVNZ host. RNZ advised Mr Plunket his belated request for approval to host the debate was declined due to a direct conflict of interest. On 14 May 2009 at a social event, Mr Plunket advised RNZ’s chief executive that he had been approached to write a column for a magazine. He was told to put his request in writing so it could be properly considered. Nothing was received in this regard and RNZ subsequently received a media release from the magazine advising Mr Plunket’s arrival as political columnist. The Chief Executive wrote to Mr Plunket reminding him he was asked to put his request in writing. He received a response the same day stating: “please take this letter as somewhat belated written communication as regards this matter”. RNZ declined this request.

 

This resulted in Mr Plunket raising an unjustified disadvantage personal grievance, claiming RNZ was purporting to control his spare time and curtailing his fundamental freedoms in breach of contract and the Bill of Rights Act 1990. The Authority roundly rejected these claims. It found RNZ to be properly concerned regarding secondary employment which resulted in a conflict of interest rather than endeavouring to control his spare time. It was further found Mr Plunket’s terms of employment required him to put to RNZ any proposed secondary employment so it could measure the likelihood of a conflict arising and manage that risk. The reasons RNZ had declined to allow Mr Plunket to appear for TVNZ and write for another media outlet included: regard to Mr Plunket’s role within RNZ, the likelihood of change in audience perception of Mr Plunket and therefore RNZ, the effects of industry competition and the potential consequences regarding listeners’ loyalty. These reasons were considered by the Authority to be coherent and objective. It further found Mr Plunket remained free to exercise his right to freedom of expression under the Bills of Rights Act 1990, subject to his contractual obligations to work towards meeting his and his employer’s mutual objectives and not undertake outside interests which might conflict with those of

RNZ. Mr Plunket’s claims were dismissed.

Vacancies

Posted on Thursday, December 17th, 2009

Business Development Manager

Excellent opportunity with importer / distributor. Successful Ferrymead based company. Small high performing team. Please contact Craig Atkinson at c.atkinson@eqconsultants.co.nz

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Quotations Team Member

Excellent opportunity in Quoting team with large international manufacturing company. Salary circa $50k. CHCH based. Please contact Lily Uitslag on 366-4034 or email l.uitslag@eqconsultants.co.nz

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Sales Representative / Business Development Manager

Looking for a Sales opportunity in the IT service sector? Have a background in Sales and / or Account Management? Register now for an exciting opportunity in 2012. Please contact Steve Kennedy on 366-4034 or email s.kennedy@eqconsultants.co.nz

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Donations Advisor

Excellent opportunity with local community funding organisation. Excellent career opportunity. Salary $50k per annum.

Please contact Lily Uitslag on 366-4034 or email l.uitslag@eqconsultants.co.nz

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National Sales Manager – Sydney

Marketing Manager – Sydney

State Sales Manager – Queensland

State Sales Manager – NSW

Business Development Managers – Queensland and NSW

Excellent opportunities with multinational manufacturing & distribution company.

Please contact Craig Atkinson on 366-4034 or email c.atkinson@eqconsultants.co.nz

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Financial Accountant

Utilities Company. Circa $75-$85k. Permanent Position. Please contact Lily Uitslag on 366-4034 or email l.uitslag@eqconsultants.co.nz

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Sales  / Territory Managers /  Sales or Marketing Representatives

If you are looking for new Sales Management / Rep opportunity, please register your interest by emailing Steve Kennedy at s.kennedy@eqconsultants.co.nz

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HR Managers / Advisors / EH&S / Payroll

If you are looking for new HR role please register your interest by emailing Steve Kennedy at s.kennedy@eqconsultants.co.nz or Viv Patterson at v.patterson@eqconsultants.co.nz

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Finance / Accounting / AP / AR / Administration

If you are looking for new Fiance role please register your interest by emailing Lily Uitslag at l.uitslag@eqconsultants.co.nz

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Employee Health & Wellness

Posted on Wednesday, December 9th, 2009

Brad Norris – Synergy Health

The end of the year is a time to reflect on one’s own personal goals and priorities.  This can often result in the realisation that personal health and wellbeing has not been prioritised enough during the year.  More health and wellness related goals are established over the New Year period than any other time of year.   Common New Year’s resolutions include losing weight, giving up smoking, becoming more active or the desire to achieve more work life balance. 

Organisations that are helping employees to achieve these personal goals are reaping the benefits.      

With employees coming back to work in 2010 motivated to make healthy changes, it is important to ensure that any structured wellness intervention provides the best possible results for employees and the organisation.

If you are considering implementing a workplace wellness programme or refreshing an existing one, below are 5 key questions to consider: 

1.       Have you clearly identified what your key objectives are for implementing a wellness programme?

There are numerous reasons why an organisation may want to implement a wellness programme.  Some of these include reducing absenteeism, increasing productivity, enhancing morale or enhancing the ability to attract and retain talent.  To achieve these outcomes, a strategic programme needs to be implemented.  That is, one that involves implementing programmes based upon the group health needs identified and one that takes a long term approach to health management e.g. over 1-3 years.

2.       Can the wellness programme provide detailed employee and organisational feedback on health status?

To ensure employees get the best return for their efforts, it is important they understand what health related areas to focus on e.g. diet, activity or stress management.  Giving employees the opportunity to receive specific feedback on their health status will increase the likelihood of improving their overall health and wellbeing.  This can be achieved by implementing a health check programme.

Likewise, for the organisation, the ability to get feedback on group health status will identify the key areas to invest additional resources.  It will also identify progress made over time and provide the ability to demonstrate a return on the investment made.

3.       Does the wellness programme provide a consistent approach throughout the organisation?

It is important that the wellness programme can be offered to all employees otherwise it can create divisions across an organisation.  This previously was a challenge particularly for large organisations that are geographically dispersed.  With the use of online technology, these challenges can easily be overcome.   

4.      Can the wellness programme offer a variety of interventions addressing a variety of needs?

Programmes that only address one area of health and wellbeing (e.g. activity) are unlikely to provide long term benefits.  Employees have a diverse range of health needs and consequently, a programme should offer a range of interventions.  Selecting programmes is best determined by identifying the key group health risks identified by the health check process. 

5.       Does your programme have a specific strategy to engage participants?

A successful wellness programme will have a specific strategy to engage participants to want to participate in the programme.  This can include tailored marketing strategies, creation of a wellness committee or creating an incentive programme e.g. by using Activa. 

Addressing these key considerations will help ensure that you and your team will benefit from a workplace wellness programme in 2010.