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

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.

Good faith is one of the most important principles in New Zealand employment law. It applies throughout the employment relationship, from recruitment and workplace discussions through to performance management, restructuring and dismissal. In simple terms, good faith means dealing with employees honestly, openly and fairly. It also means communicating clearly, responding to concerns and giving employees a genuine chance to have their say before making decisions that could affect their employment. Good faith is not only about being polite or having good intentions. It is a legal duty. Employers must make sure their actions, decisions and processes meet this duty. Which law requires employers to act in good faith? The duty of good faith is set out in section 4 of the Employment Relations Act 2000. The Act requires the parties to an employment relationship to deal with each other in good faith. This includes employers, employees and unions. The duty is wider than simply requiring people not to mislead or deceive each other. Employers and employees must also be active and constructive in maintaining a productive employment relationship. This means communicating properly and making a genuine effort to resolve workplace issues. Under the Act, an employer who is considering a decision that could negatively affect an employee’s continued employment may also need to: Provide the employee with access to relevant information, Explain what is being proposed and why, Give the employee a reasonable opportunity to comment, and Consider the employee’s response before making a final decision. The exact obligations can depend on the circumstances. However, employers should generally avoid making decisions in advance and then carrying out a process simply to confirm an outcome they have already chosen. What does good faith look like in practice? Good faith affects almost every part of the employment relationship. The following are common examples of what it looks like in the workplace. Communicating honestly Employers should give employees accurate information and be honest about workplace issues. For example, if you are concerned about an employee’s performance, you should explain the specific concerns rather than suggesting that everything is fine and then unexpectedly placing the employee on a formal performance process. You should also avoid giving reasons for a decision that are incomplete, misleading or untrue. Raising concerns promptly If there is a problem with an employee’s conduct or performance, raise it within a reasonable time. Allowing concerns to build up without mentioning them can make it harder to deal with the issue fairly later. Regular feedback gives employees a chance to understand expectations and make improvements before the matter becomes serious. Responding to employee concerns Good faith is a two-way duty, but employers usually have greater resources and more control over workplace processes. If an employee raises bullying, stress, safety concerns, discrimination or another workplace problem, the employer should acknowledge the concern and respond within a reasonable time. Ignoring repeated complaints or allowing them to sit unresolved may breach good-faith obligations and create further risks. Sharing relevant information Employees need enough information to understand and respond to matters that could affect them. During a disciplinary investigation, this will usually mean giving the employee clear details of the allegations, the evidence being relied on, reasonable opportunity to prepare, the chance to provide an explanation or further evidence, and the opportunity to bring a representative or support person. Employers should disclose relevant information even when some of that information does not support the employer’s preferred outcome. Privacy or confidentiality concerns may sometimes limit what can be disclosed, but they do not automatically justify withholding everything. Keeping an open mind A fair consultation or disciplinary process must be genuine. An employer should not make a final decision before hearing from the employee. For example, a restructuring proposal should still be a proposal when it is presented to employees. The employer must listen to feedback, consider alternatives and remain willing to change the proposal if the feedback raises valid issues. Following through on commitments If you tell an employee that you will investigate a complaint, review their pay, provide training or respond by a certain date, you should follow through. If circumstances change and you cannot meet the original timeframe, explain this and provide an updated timeframe. Silence and unexplained delays can quickly damage trust. When is good faith especially important? Good faith applies every day, but it becomes particularly important during: Disciplinary investigations, Performance management, Restructuring and redundancy consultation, Changes to hours, duties or work location, Negotiations about employment agreements, Workplace complaints and investigations, Medical incapacity processes, Requests for flexible working arrangements, and Discussions about ending employment. These situations can have serious consequences for an employee. Employers should slow down, gather the relevant information and make sure the employee has a fair chance to participate. What can happen if an employer breaches good faith? An employee who believes they have been treated unfairly may raise the issue directly, request mediation or apply to the Employment Relations Authority. Depending on what occurred, the employee may also raise a personal grievance. The Authority can order remedies such as: Reimbursement for lost wages, Compensation for humiliation, loss of dignity or injury to feelings, Reinstatement, A financial penalty for breaching employment obligations, Compliance with an employment agreement or legal requirement, and/or Payment of legal or representation costs. A breach of good faith can also contribute to a finding that a dismissal or disadvantage was unjustified. Even where an employer had a genuine concern, an unfair or predetermined process may make the employer’s actions unlawful. A serious breach of good faith may attract a penalty where the conduct was deliberate, serious and sustained, or intended to undermine the employment relationship. What are the wider consequences for your business? The financial cost of an employment claim is only one part of the risk. Poor employment processes can also cause: Loss of trust between managers and employees, Lower staff morale and engagement, Increased absenteeism and staff turnover, Damage to your business’s reputation, Difficulty recruiting and retaining good employees, Disruption to managers and other staff, and Significant time spent preparing for mediation or Authority proceedings. Employees also watch how their colleagues are treated. If one employee is subjected to an unfair process, others may lose confidence in management even if they are not directly involved. How can employers support good faith? Good systems make good-faith behaviour easier. Employers should have clear policies for handling complaints, performance concerns, disciplinary matters and workplace change. Managers should also be trained to raise concerns early, keep accurate records, avoid making promises they cannot keep, separate allegations from proven facts, share relevant information with employees, listen to the employee’s response, and ask for advice before making serious decisions. If there is a risk that the employee could be warned, disadvantaged or dismissed, it is sensible to obtain HR advice before starting the process. Correcting a process after a decision has been made is much harder than getting it right from the beginning. FAQs Does good faith apply to employees as well as employers? Yes. Employees must also be honest, communicative and responsive. They should raise concerns promptly, answer reasonable questions and avoid deliberately misleading their employer. However, employers usually carry greater responsibility because they control most workplace decisions and processes. Is good faith the same as following the employment agreement? No. Following the agreement is important, but good faith is wider. An employer might technically comply with a clause while still behaving in a misleading, predetermined or unfair way. Do I have to give an employee all information before making a decision? You should provide information that is relevant to the decision and allow the employee to comment. Some information may need to be withheld or redacted for valid privacy, confidentiality or legal reasons. Employers should get advice before withholding important information. Can I make a decision if the employee refuses to respond? Usually, yes. You should provide the relevant information, allow a reasonable opportunity to respond and explain what may happen if no response is received. If the employee still chooses not to participate, you may be able to decide the matter using the information available. Does good faith stop an employer from dismissing an employee? No. An employer can still dismiss an employee where there is a lawful and justified reason and the required process has been followed. Good faith is about ensuring the employee is treated honestly and fairly throughout that process. Seek advice if you are unsure if you and your team are applying processes or practices in good faith. Employer Direct can help you assess risks, prepare correspondence and follow fair processes. Early support can prevent a manageable workplace issue from becoming an expensive employment dispute. Get in touch today for a free consultation - 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.

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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.