A full audit and recommendations to increase your business' HR processes and good practice.

Hiring someone new is a big step. You want them to understand the job, settle in well and know what you expect. A clear employment agreement helps make that happen. It records what you have agreed and gives you both something to refer to if questions arise. But what must go in the contract? What else is worth including? And how much detail belongs in a workplace policy? Here is a practical guide for New Zealand employers on what needs to be included in an individual employment agreement. Every employee must have a written employment agreement, including part-time and casual employees. If a collective agreement covers the role, check your obligations before offering individual terms. Choose an agreement that matches how the person will actually work. Calling someone ‘casual’ does not make them casual if their working arrangement is regular and ongoing. Use the correct employer name. If a company employs the person, identify that company rather than just its trading name. What legally needs to be included in an employment agreement? The Employment Relations Act 2000 sets out key requirements for individual agreements. Other legislation, including the Holidays Act 2003, adds obligations. Your agreement must cover: Who the parties are: the employer’s and employee’s names. The work: a description of what the employee will do. The workplace: an indication of where they will work. Hours: the agreed hours, or an indication of them, including relevant days, times or number of hours. Pay: the wage rate or salary and payment arrangements. Public holidays: a provision for at least time and a half for working on a public holiday. Resolving problems: a plain explanation of available help, including the usual 90-day personal grievance deadline and the 12-month deadline for sexual harassment grievances. Employee protection: for relevant employees, provisions addressing a sale, transfer or contracting out of work. Other agreed terms: including any applicable fixed-term, trial, probation or availability arrangements. A general statement that ‘employment law applies’ does not replace required clauses. Some arrangements need extra wording: Fixed-term employment A fixed term needs a genuine reason based on reasonable grounds. The agreement must explain how employment will end and why it will end that way. For example, you might employ someone to cover parental leave. Record the actual reason and the event or date that ends the employment. Do not use a fixed term simply to test whether someone suits the job. Trial or probationary periods If you want a trial period, the clause must meet strict legal requirements. It must start at the beginning of employment, last no more than 90 calendar days and contain the required wording. The employee must not have worked for you before. They must agree to the trial and sign the agreement before starting work. Trial periods are not permitted for employees on an Accredited Employer Work Visa. Probation is different and does not provide the same protection against an unjustified dismissal claim. Get advice about which arrangement is suitable. Availability and cancelled shifts If employees must remain available beyond guaranteed hours, a valid availability provision needs guaranteed hours, genuine business reasons and reasonable compensation for availability. If you may cancel shifts, include a reasonable notice period and reasonable compensation for cancellation without that notice. Missing or invalid wording can mean paying for the cancelled shift anyway. A rostering policy alone will not meet these requirements. What else should I include in my employment agreements? The legal minimum is a starting point. A useful agreement also answers the practical questions that commonly cause disagreements. Start date and employment type Record when employment begins and whether it is permanent, fixed-term or casual, and full-time or part-time. Clear pay arrangements Explain the pay cycle, overtime arrangements, allowances and any commission or bonus. If you promise a pay review, clarify whether this means a review only or a guaranteed increase. Avoid wording that promises more than you intent. Be clear about KiwiSaver treatment and check that it is lawful. Working arrangements Explain guaranteed hours, how rosters are set, expectations around extra hours and any agreed flexibility. For hybrid roles, record the agreed arrangement and where the employee is normally based. Avoid relying on a vague promise that they can 'work from home sometimes'. Leave and breaks Employees have minimum rights even if these are not written into the agreement. However, a clear summary helps everyone understand the arrangement. Record any extra leave you promise. Explain relevant public holiday expectations and any annual closedown, while making sure the wording meets legal requirements. You must also inform employees about their Holidays Act entitlements and where to get more information. NOTE NEW LEGISLATION Notice and ending employment Include notice periods and relevant arrangements for returning property and completing a handover. Make any agreed redundancy compensation clear. A notice clause does not, by itself, allow an employer to dismiss someone without meeting applicable legal requirements. Protecting your business Depending on the role, consider confidentiality, ownership of work created during employment, conflicts of interest and company equipment. Get advice before adding restraints of trade, restrictions on second jobs, deductions or training repayment clauses. These need careful wording and must be lawful and reasonable. Keep the contract relevant. A junior employee should not receive a bundle of restrictive clauses copied from a senior management agreement. What belongs in the Employment agreement and what should be in a workplace policy? A helpful approach is to put the agreed employment terms in the agreement and day-to-day processes in policies. For example, the agreement should record an employee’s extra week of annual leave. The leave policy can explain how to submit a request. Put in the agreement or an expressly incorporated schedule Usually put in a policy or procedure Pay, guaranteed allowances and agreed benefits Expense claims and approval steps Agreed hours and individual flexibility Rostering administration Extra leave entitlements Leave request process Main duties and workplace Detailed work instructions Notice and agreed redundancy compensation Handover checklist Confidentiality obligations IT security and password rules Health and safety, bullying complaints, dress standards, vehicle use and social media rules often suit policies. These documents explain expectations across the workplace without making every procedure part of each employee’s contract. Be clear about how documents fit together. A job description can sit in an attached schedule. Clearly identify it and say whether it forms part of the agreement. Make sure the employee receives it before agreeing. For workplace policies, explain which policies apply, where employees can find them and their obligation to follow lawful and reasonable requirements. Decide carefully whether policies are contractual. Incorporating a whole handbook into the agreement can make changing its contents more difficult. Policies must be consistent with the agreement and the law. A policy update cannot simply remove agreed pay, reduce guaranteed hours or take away a contractual benefit. For example, if the contract promises private use of a vehicle, a new vehicle policy should not be used to withdraw that benefit. Consult employees about policy changes as appropriate, explain what has changed and allow time for them to understand it. Give the employee time before signing Send the proposed agreement, job description and relevant documents before the start date. You must tell the employee they can seek independent advice and give them a reasonable opportunity to do so. Consider and respond to issues they raise. Resolve differences between the offer letter and contract before signing. Give the employee a final copy and retain your own records. Getting the paperwork sorted early helps avoid a rushed signature on someone’s first morning. It is especially important when using a trial period. FAQs Does every employee need their own agreement? Yes. Every employee needs a written agreement covering their employment. You can use a template, but tailor the details and check whether a collective agreement applies. Do I need to copy every employment law into the contract? No. Minimum rights apply anyway. Include the clauses the law requires, record agreed terms and explain key entitlements clearly. Avoid copying long sections of legislation that may become outdated. Can I change the contract by updating a policy? Generally, you cannot use a policy to change an agreed contractual term. Discuss the proposed change, obtain agreement where required and record the change in writing. Can I reuse an old employee’s contract? It may provide a starting point, but check every clause. Old agreements can contain outdated wording, different benefits or arrangements that do not suit the new role. Can Employer Direct check an agreement I already use? Yes. Contact Employer Direct for advice on existing agreements or help preparing a new one. A review can help identify unclear terms, missing provisions and clauses that do not match your workplace. Get the foundations right with Employer Direct You do not need to work through employment agreements on your own. Employer Direct’s contract template provides a starting point for preparing your employee agreements. It still needs to be completed and tailored to the role and your business. Whether you are hiring your first employee, updating existing contracts or introducing a different working arrangement, Employer Direct can help you understand what to include and how the documents fit together. Contact Employer Direct for its contract template or advice on your existing or new employment agreements. Employer-Direct.co.nz | 0800 612 355 Disclaimer: The information provided in this blog is for general informational purposes only and should not be considered legal advice. While we strive to keep the information accurate and up to date, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the blog or the information, products, services, or related graphics contained on the blog for any purpose. Any reliance you place on such information is therefore strictly at your own risk. For specific legal advice tailored to your situation, please contact a qualified legal professional.

When sales drop and costs keep rising, wages can become a real worry. You may be wondering whether reducing your team’s hours or pay could help keep the business going. In New Zealand, this can sometimes be an option. However, a downturn does not automatically give you the right to cut agreed hours, wages or salaries. Getting the process right can help you manage costs while protecting trust with your team. When can you reduce hours or pay? When the employee agrees You can propose a temporary or permanent reduction in hours, an hourly rate or a salary. The employee must freely agree, and the change must remain lawful. For example, an employee might agree to work four days instead of five for eight weeks, with a matching reduction in weekly pay. Their hourly rate could stay the same. Reducing a salary is a separate issue. Moving a salaried employee to fewer days does not automatically allow you to reduce their salary. Clearly agree on both the hours and the pay. Be honest with your employees about why you are asking. Explain whether the aim is to cover a short quiet period or deal with a longer-term fall in work. Record any agreement in writing. When the existing agreement allows some flexibility An agreement may allow you to adjust working hours within stated limits. For example, it might guarantee 25 hours each week while allowing extra hours when needed. You may be able to stop offering those additional hours. You cannot assume this lets you go below the guaranteed minimum. A clause allowing roster changes is also different from permission to reduce total hours or pay. Check the exact wording and how the arrangement has worked in practice. Even where a clause allows changes, you must act fairly and reasonably. When employment is genuinely casual Genuine casual employees have no guarantee or expectation of regular, ongoing work. You may therefore have fewer new shifts to offer during a downturn. However, calling someone “casual” does not settle their employment status. If they work a regular, ongoing pattern, they may have become a permanent employee. Already agreed shifts also need separate consideration. Shift cancellation rules can require notice, compensation or payment for the full shift. When can’t you reduce hours or pay? You generally cannot cut agreed hours or pay simply because: there is less work available, cash flow is tight, you have given employees notice of the change, most of the team has agreed, but one employee has not, or you think a temporary cut is better than redundancy. You also cannot reduce pay for work already done at the agreed rate, or pay below the applicable minimum wage for hours worked. Minimum wage rules apply to salaried employees too. If a collective agreement applies, involve the union and follow the proper process. An individual agreement cannot override the collective agreement’s terms. Sending employees home without pay is not a simple solution either. Generally, employees who are ready, willing and able to work remain entitled to their agreed pay where you cannot provide work, unless a lawful provision applies. How should you go about proposing a reduction? Check your agreements and get advice Review guaranteed hours, pay, roster flexibility, shift cancellation terms and any workplace change requirements. Do this before announcing a decision or changing payroll. A short conversation with an Employer Direct can help you understand what options are available. Explain the business problem Prepare a clear written proposal. Set out what has changed, why savings are needed and what you are proposing. Include the proposed hours or pay, who would be affected, the start date and how long the change would last. Share relevant information that supports your reasons, while handling genuinely confidential information appropriately. Avoid vague statements such as “we need everyone to help out”. Employees need enough detail to understand the proposal and its effect on them. Give employees time to respond Meet with affected employees and invite their ideas. Allow reasonable time to consider the proposal, seek advice and respond. They should be able to involve a representative or support person. Listen to alternatives. These might include reducing optional overtime, voluntary job sharing, changes to spending or agreed unpaid leave. Good faith under the Employment Relations Act 2000 means being honest, communicating openly and keeping an open mind. Do not present a final decision as a proposal. Consider the feedback An employee may want to help but be unable to afford a pay cut. Others may suggest a workable arrangement you had not considered. Consider the feedback properly and explain your response. If you substantially change the proposal, further consultation may be needed. Put agreed changes in writing Use a written variation signed by both parties before the change starts. Include: the new hours and pay, whether the change is temporary or permanent, the start and end dates, when you will review it, and how the original terms will be restored. For a temporary change, a review date alone may leave uncertainty. Say clearly whether the original terms return automatically on a set date. Update payroll and check how the change affects leave calculations. Make sure workloads match reduced hours. What if an employee says no? Their existing terms generally continue unless another lawful basis applies. If the business genuinely cannot sustain the current roles, you may need to consider restructuring. That requires a genuine business reason and the appropriate workplace change process, including consultation and consideration of alternatives and redeployment. Redundancy must not be punishment for refusing a pay cut. Notice and any redundancy compensation depend on the employment agreement and applicable law. Get advice before taking this step. Reducing hours or pay may help your business through a downturn, but clear communication and lawful agreements matter. Employer Direct can help you review your options, prepare a proposal and manage discussions with your employees. Practical support early can help you control costs and reduce the risk of a dispute. Contact Employer Direct to day for practical advice and tools to help. Disclaimer: The information provided in this blog is for general informational purposes only and should not be considered legal advice. While we strive to keep the information accurate and up to date, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the blog or the information, products, services, or related graphics contained on the blog for any purpose. Any reliance you place on such information is therefore strictly at your own risk. For specific legal advice tailored to your situation, please contact a qualified legal professional.

When a team member is often away sick, a small business feels it. Shifts need covering, deadlines move and other employees may pick up extra work. You may be wondering how to keep things running and whether you can do anything about the absence. As an employer, there are things you can do to address excessive sick leave. But first you need to understand why it is happening as different employees will need to use their sick leave for different reasons and there are a number of different ways to address it. What does “too much” sick leave mean? There is no number of sick days that automatically counts as too much under New Zealand employment law. Eligible employees generally receive 10 days of paid sick leave each year after meeting the qualifying rules. Unused days can carry over, up to a maximum entitlement of 20 days. An employee may be entitled to use sick leave when they are sick or injured, or to care for a sick or injured partner or dependant. You will need to check your agreement or policy as it may may offer more than the legal minimum. Taking all 10 days is not, by itself, a reason for a warning. Nor does a person who has run out of paid sick leave automatically become well enough to work for the rest of the year. The idea of 'too much' should be looked at as a prompt to look at the facts: How often is the person away? For how long? Can the work be covered? Is there an ongoing health concern? And s the employee following the agreed notification process? A run of short absences may need a different conversation from one long period off work. Avoid assuming a pattern proves dishonesty. You need information, not a hunch. Check your records, documents and the legislation First things first, check the employee’s leave balance, dates of absence, employment agreement and relevant policies. Make sure leave has been recorded and paid correctly. Check whether the employee gave notice as soon as practicable and followed a reasonable workplace process for reporting an absence. Be careful when reading a pattern. The records help you ask fair questions; they do not answer those questions for you. If the employee asks to use sick leave, you can request proof of sickness or injury, usually a medical certificate. For an absence of less than three calendar days, ask as soon as possible and reimburse the employee’s reasonable costs of obtaining proof. If the employee has been sick for three or more consecutive calendar days, you can ask for proof on or after the third day, and the employee generally pays the cost. Calendar days include weekends and other days they would not have worked. A certificate supporting sick leave does not necessarily tell you everything you need for a longer term return to work plan. If you need more information about work capacity, explain why and seek information relevant to the role, with the employee’s involvement. Talk to the employee about what is happening Arrange a time to speak privately. Tell the employee what you have noticed, without accusing them of abusing leave. Explain the effect on work in concrete terms and ask how you can help. For example: “You’ve had several periods away recently. We want to make sure we are supporting you and planning cover fairly. Is there anything affecting your ability to attend work that you would like us to know about?” Listen before suggesting a solution. An employee may be managing an illness, caring for a child, recovering from an injury, dealing with a workplace issue or facing a temporary problem. They may not know yet when things will improve. Useful questions include: Is this likely to be short term, or may it continue? Are there parts of the job that are difficult at present? What duties can you do safely, and are there duties you should avoid? Is anything at work contributing to the problem? What changes might help you work or return to work? When would it be useful to review the arrangement? Ask about the information needed to plan work, rather than demanding a full diagnosis or medical history. Explain who will see any health information and keep it secure. If you need medical advice about capacity or likely return dates, discuss the purpose and scope of a request with the employee first. They may decline to release medical information. You will then need to act fairly on the information available, rather than guessing what it would have said. Document what you discussed and what happens next, giving the employee a chance to correct any errors. Identify potential options and solutions The right option will depend on the employee, the medical information available and what your business can reasonably manage. You might agree on a temporary change to hours, lighter duties, a phased return, different tasks or more predictable shifts. If the employee is off work, agree on a sensible level of contact and a date to review the situation. Check whether a workplace issue needs attention as well. If the employee has used their paid sick leave, discuss what other leave may be available. Options can include annual leave by agreement, leave without pay, or extra paid sick leave if your business offers it. Do not assume you can require annual leave to be taken just because sick leave has run out. Check the applicable rules before making any decision about leave or pay. For an ACC injury, work with the employee and ACC on rehabilitation and a safe return. Specific ACC duties and payment rules can apply, so take advice before changing arrangements or considering an end to employment. Put any agreed support in writing. Set a realistic review date. This gives everyone a clear plan without pretending that recovery can be predicted to the day. What should you avoid doing? Do not punish someone simply for using an entitlement. A warning for legitimate sick leave can turn a manageable absence into an employment dispute. Do not assume a medical certificate is fake or demand a diagnosis. If there is a specific concern, put it to the employee fairly and let them respond. A certificate often confirms that a person cannot work without explaining the condition. Do not pressure an unwell employee to work or come back too soon. Consider safety, the type of work and any medical restrictions. The same care applies if the illness or injury is covered by ACC. Do not share private details with the rest of the team. Colleagues may need to know how work will be covered. They do not need the employee’s health history. Do not jump straight to dismissal. An ongoing illness requires up-to-date information, consideration of alternatives and a fair process. Frustration about rostering is not enough on its own. What if the absences continue? First, identify the issue you actually need to resolve. If the concern is how absences are reported, remind the employee of the reasonable process, check that they understand it and ask about any barriers to following it. Deal with a repeated failure to notify separately and fairly. Do not label an illness as misconduct. If the concern is whether the employee can do the job in the future, you may need medical advice about their capacity, likely time away and possible adjustments. Give the employee the information you are relying on and an opportunity to comment. Review what support or alternative work is practicable, how long the role can reasonably be held open and the effect of the absence on the business. The answer will depend on the particular job and circumstances; there is no automatic dismissal date. If it appears the employee cannot return to their role within a reasonable time, medical retirement may be discussed, but it requires both sides to agree. Dismissal for medical incapacity can be considered only after a fair process and a reasonable assessment of the evidence and alternatives. Tell the employee if their employment may be at risk, allow time for a response and consider that response before deciding. Seek tailored employment advice at this stage, particularly where a disability, ACC claim or work-related health issue is involved. The aim should be to understand the absence, support the employee where reasonably possible and make a workable plan for the business. A calm conversation early on often gives you more useful information than a strict letter sent after months of frustration. When the situation is long term or complex, good records, current medical information and a fair process matter even more. FAQs Can I give an employee a warning for using all their sick leave? Generally, you should not warn someone simply for taking sick leave they are entitled to use. If there is a separate issue, such as repeatedly failing to follow a reasonable absence reporting process without good reason, address that issue on its own facts and follow a fair process. Can I ask for a medical certificate for one day off? Yes, but only if you feel it is necessary. If the employee has been sick for less than three calendar days, you must reimburse their reasonable costs of getting it. For an absence of three or more consecutive calendar days, different cost rules apply. Can I ask what illness the employee has? Ask for information you reasonably need to manage leave, safety and the employee’s ability to work. Often you need to know how long they may be away, what work they can do and whether adjustments would help, rather than their diagnosis. Handle any health information confidentially. What if the employee has no paid sick leave left? Talk about the available options, which may include annual leave by agreement, unpaid leave or any extra leave your business offers. Running out of paid sick leave does not mean the employee must work while unwell or that you can automatically end their employment. Can I dismiss an employee who is often sick? There is no automatic threshold. Where illness or injury means an employee may no longer be able to do their job, a dismissal for medical incapacity may eventually be possible. You need reliable, current information and a fair process, including a genuine look at support and alternatives. Get advice before taking this step. Employer Direct helps small businesses handle difficult employee relations issues with clear, practical advice. If repeated sick leave is putting pressure on your team, we can help you decide what to ask, what support to consider and how to take the next step fairly. If you are considering discussing medical retirement, get in touch to discuss the best approach. Disclaimer: The information provided in this blog is for general informational purposes only and should not be considered legal advice. While we strive to keep the information accurate and up to date, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the blog or the information, products, services, or related graphics contained on the blog for any purpose. Any reliance you place on such information is therefore strictly at your own risk. For specific legal advice tailored to your situation, please contact a qualified legal professional.

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Personal Grievance Support for NZ Employers Managing a personal grievance can be stressful and costly for employers. At Employer Direct, we provide practical, NZ-focused support to help you handle grievances correctly, reduce legal risk, and protect your business. Whether you need guidance on responding to a complaint, preparing for mediation, or representation at the Employment Relations Authority (ERA), our team is here to help. We work with small and medium businesses across New Zealand to resolve employment disputes efficiently and fairly, giving you peace of mind while staying compliant with NZ employment law. What is a Personal Grievance? A personal grievance occurs when an employee believes they have been unjustifiably treated at work, which may include: Unjustified dismissal Disadvantage at work (e.g., demotion, unfair treatment) Discrimination (age, gender, disability, race) Harassment or bullying Employers must respond carefully to avoid escalation and potential claims to the ERA. Our team guides you through each step with clarity and confidence. How We Help Employers Step 1: Initial Assessment We help you understand the claim, its validity, and potential risks. You’ll receive practical advice on how to respond without escalating the dispute unnecessarily. Step 3: Mediation Support If mediation is required, we provide preparation guidance and representation to help resolve the grievance efficiently and reduce costs. Step 2: Docs & Strategy We assist in documenting all processes, reviewing internal policies, and preparing responses that comply with NZ employment law. Step 4: ERA Representation If the grievance proceeds to the Employment Relations Authority, our team offers professional representation, ensuring your case is presented clearly and persuasively. Why Choose Employer Direct for Personal Grievance Support? NZ-focused expertise in employment law Practical, step-by-step guidance for employers Transparent fees and membership options Experienced team providing complete support from initial response to ERA representation Confidential, judgment-free advice Contact us now Frequently Asked Questions How long does an employee have to raise a personal grievance in NZ? Employees must raise a personal grievance within 90 days of the event, unless the greivacne relates to sexual haraasment. In these instances, employees have 12 months to raise a grievance. If you think a grievance might be out of time, we can advise. Do I need a lawyer to handle a grievance? Not necessarily. Employer Direct provides practical advice and representation for most employment matters, reducing the need for expensive lawyer fees. What is the difference between mediation and ERA? Mediation is a voluntary, confidential process to resolve disputes quickly. The ERA is a formal legal process where decisions are binding. Can Employer Direct represent me at the ERA? Yes. We provide full representation for employers throughout at employment disputes including at ERA hearings, guiding you through every step. Take the Next Step Managing personal grievances doesn’t need to be overwhelming. Contact Employer Direct today for a free initial consultation and let us help you protect your business while staying compliant with NZ employment law. Request support

Personal Grievance Support for NZ Employers Managing a personal grievance can be stressful and costly for employers. At Employer Direct, we provide practical, NZ-focused support to help you handle grievances correctly, reduce legal risk, and protect your business. Whether you need guidance on responding to a complaint, preparing for mediation, or representation at the Employment Relations Authority (ERA), our team is here to help. We work with small and medium businesses across New Zealand to resolve employment disputes efficiently and fairly, giving you peace of mind while staying compliant with NZ employment law. What is a Personal Grievance? A personal grievance occurs when an employee believes they have been unjustifiably treated at work, which may include: Unjustified dismissal Disadvantage at work (e.g., demotion, unfair treatment) Discrimination (age, gender, disability, race) Harassment or bullying Employers must respond carefully to avoid escalation and potential claims to the ERA. Our team guides you through each step with clarity and confidence. How We Help Employers Step 1: Initial Assessment We help you understand the claim, its validity, and potential risks. You’ll receive practical advice on how to respond without escalating the dispute unnecessarily. Step 3: Mediation Support If mediation is required, we provide preparation guidance and representation to help resolve the grievance efficiently and reduce costs. Step 2: Docs & Strategy We assist in documenting all processes, reviewing internal policies, and preparing responses that comply with NZ employment law. Step 4: ERA Representation If the grievance proceeds to the Employment Relations Authority, our team offers professional representation, ensuring your case is presented clearly and persuasively. Why Choose Employer Direct for Personal Grievances Support? NZ-focused expertise in employment law Practical, step-by-step guidance for employers Transparent fees and membership options Experienced team providing complete support from initial response to ERA representation Confidential, judgment-free advice Contact us now Frequently Asked Questions How long does an employee have to raise a personal grievance in NZ? Employees must raise a personal grievance within 90 days of the event, unless the greivacne relates to sexual haraasment. In these instances, employees have 12 months to raise a grievance. If you think a grievance might be out of time, we can advise. Do I need a lawyer to handle a grievance? Not necessarily. Employer Direct provides practical advice and representation for most employment matters, reducing the need for expensive lawyer fees. What is the difference between mediation and ERA? Mediation is a voluntary, confidential process to resolve disputes quickly. The ERA is a formal legal process where decisions are binding. Can Employer Direct represent me at the ERA? Yes. We provide full representation for employers throughout at employment disputes including at ERA hearings, guiding you through every step. Take the Next Step Managing personal grievances doesn’t need to be overwhelming. Contact Employer Direct today for a free initial consultation and let us help you protect your business while staying compliant with NZ employment law. Request support

A good employment relationship is not simply about ticking boxes. The law recognises the importance of how both parties act in an employment relationship. This module is designed to give you a good grounding in what this looks like including acting in good faith, remaining communicative and what it means to be a reasonable employer in the eyes of the law. After you complete each part of this module, your knowledge will be assessed through a series of questions. At the end of this module you should be able to confidently do these things with assistance from the Employer Direct document library.