MBIE's latest compliance crackdown is a timely reminder for employers to review employment, payroll, immigration, and record-keeping practices before a compliance issue becomes a costly investigation.
Employees earning $200k+ may lose unfair dismissal protections and generally cannot raise unjustified dismissal grievances, unless they and their employer agree to opt back in.
A recent ERA case reminds employers that long-term casual staff may legally become permanent employees. And ending shifts without a fair process can lead to costly claims.
Growing businesses face rising people risk from poor hiring, turnover and weak management. Strong HR, leadership and engagement are essential to protect culture, performance and growth.
Boards should ask CEO candidates about their biggest mistake and who struggles working with them to reveal accountability, self-awareness, humility, judgement and leadership growth.
Unfair dismissal case highlights risks of relying on assumptions over process. Failure to follow fair procedures led to a $12,000 payout, reinforcing the need for clear, compliant employment practices
Key differences between 90-day trial and probation periods in NZ, highlighting legal risks, employee rights, and the importance of correct process and compliant agreements.
SMEs risk operational issues from inconsistent HR documents. A central “single source of truth,” supported by systems and governance, ensures accuracy, compliance, and confidence as businesses grow.
AI is transforming NZ manufacturing, but success depends on people, not just tech. HR must manage fear, reskill workers, and build trust to ensure automation improves roles rather than replaces them.
HR is overlooked in NZ manufacturing until issues arise. Outdated practices, poor processes, and weak leadership create legal and operational risks, making proactive HR critical to business success.
Strong, up‑to‑date HR policies prevent issues from escalating by providing clear, fair and lawful frameworks for managing performance, discipline, restructuring and misconduct consistently.
Medical incapacity must be managed early and in good faith, using evidence, medical input and consultation. A structured process balances employee dignity, legal risk and business needs fairly.
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Easily manage your employee data, from onboarding to offboarding, performance management, and compliance.
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