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Job descriptions are sometimes misunderstood and very often under-utilised. What is the purpose of a job description? How can you write a good job description? And what should you do when updating a job description? Purpose of a Job Description Google this question and you'll find a lot of information about hiring new candidates. A good description of the job is not just important for candidates. A job description is so much more than stating what a position may involve or entail for a job applicant, rather it should inform the employee and all other parties of the expectations, roles, responsibilities and requirements of a job. It shouldn't just be used when hiring a new person, but rather it should be referred to regularly during their induction, their first 90 days and during performance reviews. Most of all, a job description should be a living document. If the responsibilities of a role changes, the changes should be reflected in a updated job description. Doing this will enable new expectations to be measured fairly and any concerns to be voiced. It will also help with training and planning for the evolution of the role. How to write a good job description A good job description will include all the details an employee will need to do their job effectively. This includes knowing the following: Who they report to The purpose of their position Detailed description of their duties and responsibilities (tasks) Expected outcomes of each task Skills needed to complete these tasks and meet the expected outcomes Key behaviours or performance indicators It is important to include all tasks that are involved in the role to avoid communication breakdowns, misunderstandings and uncompleted tasks. How to update a job description As your business grows and changes, it is natural that the roles within your organisation will grow and change. These changes should be reflected within an updated job description. If there is a permanent addition or subtraction to the role that your employee signed up to do, it is beneficial to reflect this by changing their job description. Note: You must follow good process when doing this including consulting with the employee affected, so seek advice before changing any job description. In conclusion A job description is a key tool in making sure that you and your employee are on the same page. Transparency in this area will help to cultivate a strong working relationship which will help your employee and therefore your business to thrive. It can also be used to measure the growth of your business as a whole and the growth and development of your employee.

What is it? Medical incapacity is a term used to describe an individual's inability to work due to a medical condition or illness. This might be a permanent condition, or one that they could recover completely from. Either way, an employer may need to consider this if they cannot work around the employee's condition. But it certainly should not be rushed into! What should an employer do before considering medical incapacity? If you are concerned that an employee is not going to be able to return to their role, either for a significant period or indefinitely, before doing anything, an employer should start by considering what their employment agreement says whether the business can operate without them until they can return fully? if they can't, could the role be filled in a casual capacity, by a temp or by another employee for the temporary period that you need the role covered? Note: We don't recommend replacing them permanently while they are still employed, this could be unlawful! The medical incapacity process First and foremost, this is a process! You must consult the employee before making any decisions. The employee needs to know that this could affect their employment as well, so it needs to be a formal and documented process. This process involves knowing what the employee says what their medical experts say if there are alternative hours or roles that they could, and would, do? ... before you make a decision! As with any process, there can be a lot of risk if you get it wrong so we recommend that you seek advice before starting it.

#5waysto With all of the challenges the pandemic has thrown up, pivoting to move with the times is a key way your business can not just survive but actually thrive. Implementing that change for the benefit of your business and everyone involved is a challenging concept, but when executed properly it can the beginning of something incredible... 1. Don't rush it, manage it Good change management involves psychology, systems analysis and behavioural science. Take time to consider these. In a nutshell what you are trying to work out is how the proposed change will affect your team for better and worse and how you can manage it. With good change management, you can encourage everyone to adapt to and embrace your new way of working rather than feeling blindsided or uncertain. 2. Take a step back To successfully promote the benefits of the change, first you need to take a step back so that you can understand it from the perspective of everyone who will be affected. The following questions would help: Why are we changing? - Is it just change for changes sake or is there a specific vision backed by specific information that is behind the idea? What will be the benefits? What will be the drawbacks? How will it affect the way that people work? What will people need to do to successfully achieve the change? What will happen if we don't make this change? This process needs to be done thoroughly and well before the decision to implement is finalised. 3. Planning There are four key ways to achieve effective change within an organisation: Resources - how will you make sure that everyone has the resources, tools and support to make the change happen? Involvement - who are the best people to help you to design and implement the change so that you have the greatest chance of traction? Buy-in - how can you design and present the change in way that will have the support of those who will be needed to implement it? Impact - finally, think about what success should look like. How will you predict and assess the impact of the change that you need to make? What goals do you need to achieve? 4. Implementation Now comes the fun part - how exactly are you going to make change happen? The following steps can help you to implement change in a positive way: Help everyone involved to understand what needs to happen and what it means for them. Come to an agreement on what a successful change will look like and make sure that this is regularly measured and reported on. Map and identify all of the key stakeholders that will be involved in the change and define their level of involvement. Identify any training needs that must be addressed in order to implement the change. Appoint 'change agents', who'll help to put the new practices into place – and who can act as role models for the new approach. Make sure that everyone is supported throughout the change process. 5. Communication Most of us have been in an organisation which sends an email out informing that there will be a change. What is usually the response? Not good. Such an impersonal communication of change can cause people to feel alienated and that the power that be don't really care about them. Communication can be a make-or-break component of change management. The change that you want to implement has to be clear and relevant, so people understand what you want them to do and why they need to do it. But you also have to set the right tone, so that you get the emotional reaction you're hoping for. Here are five things you need to include when you communicate a change: Why the change needs to happen. How it will benefit everyone. What will be needed to accomplish this change. Why it will be possible to make the change. A vision of how much better things will be after the change has been implemented. In conclusion Even the best-laid plans can suffer setbacks, so be ready for problems when they arise. Some people may be pessimistic about your plans, so you'll need to acknowledge, understand and address any resistance to change. You may even come up against cultural barriers to change. If your organizational culture doesn't embrace change – or even pushes against it – you'll have to find ways to reward flexibility, create role models for change, and repeat your key messages until the mood starts to improve. There are pitfalls to making changes however, consult with an HR professional before making any changes that will impact a persons role significantly. We have tools available that can help to facilitate change is a lawful and ethical manner. https://www.employer-direct.com

#5waysto With uncertainty and anxiety in the workplace at an all time high, how can you keep your team united, focussed and productive? Let's find out... 1. Recognition With everything that has been going on, it's easy to forget to stop and celebrate the small victories, but taking a moment to recognise your team members for a job well done in their day-to-day work is the easiest, cheapest, and most effective way to boost morale. Top tips: Recognise people the right way - don’t just hand out meaningless compliments, rather take notice when someone has improved or gone above and beyond, and tell them that you were genuinely impressed with the particularly good work they did. Highlight their contribution - make sure to find opportunities to highlight the individual contributions of your team members in front of others. Giving recognition in front of peers, managers, clients, or at staff meetings can go a long way to making team members feel valued. 2. Lead By Example It’s probably a very difficult time for you as an employer right now, especially with the increased strain from the pandemic, but stress and negativity are incredibly infectious. At the moment, it’s especially important to display a positive attitude and to minimise negative comments in front of team members. Top tips: Positivity is also infectious - your outlook can set the tone for your entire team’s attitude. Find a way to make the best of the situation. For ideas, see our blog on 5 ways to Rebuild Your Business After COVID-19. As a leader, your team members will look to you to understand how to approach what’s going on in the organisation and see the big picture. 3. Talk It Over Communication is the lifeblood of any team. Why not talk to your team members about how they are finding things and what they might be struggling with Top tips: Don't get too personal - keep things general at first and talk about how they are going specifically in their role. If they start opening up, they might let you in on some other things that are happening in their life that might impact their overall demeanour. Listen - no one likes to be asked a question only to get interrupted before they've finished answering it. If you're prepared to ask them a question, take the time to listen to the answer. You might actually find the key to helping your team member feel better about things. Ask for their help - tell them that you're concerned that the team is a bit flat and ask them if they have any ideas about how you can liven things up. Not only might they come up with some great ideas, but they will feel valued and trusted from you coming to them. 4. Team Building Events Team building events can include anything from a work dinner, to a night out bowling to just some Friday drinks or a free lunch for the team. It doesn't have to cost the Earth but it could be the very thing your team needs to get on the same page. Top tip: Don't overspend - the amount you of money you spend isn't important, it really is the thought that counts. So show that you have thought about your team by making sure you plan something that everyone will enjoy or least feel comfortable doing. Create the right environment - creating an event where your team can work together to accomplish something while having fun is a great start. Keep it light - allowing plenty of time for team members to have casual conversations and talk about things other than work can really help to create unity and understanding. 5. Transparency As an employer, there are things that you cannot divulge to members of your team, but there are plenty of things that you can tell them keep them in the loop. Top tips: Focus on building trust - instead of passing on needless facts and figures, trusting your team by asking their opinions about decisions and letting them in to your thinking on decisions you have made will help your team to feel involved and engaged. For the benefits of this see our blog 5 Ways to Build profitability Through your Team Reassure them - if you can, reassure your team that as far as you are aware, your company will be able to continue operating and that their jobs are secure for the foreseeable future. Obviously, it is vital that you act in good faith but if things aren't as dire as they might imagine, why not confirm that fact? Telling them this will allay their fears of losing their jobs and the financial implications that might bring. In conclusion Nothing can be as damaging as bad team morale and of left unchecked it can fester and cause more issues. Paying attention to how your team is coping with these uncertain times and taking steps to improve their morale will surely benefit your business in the future. Click below to download "The Great Employers Checklist" for free We provide employment law & HR advice and support to New Zealand businesses just like yours.

#5ways Covid-19... we know you're sick of hearing about it and we don't blame you. It's been very stressful and it's likely one of the most impactful things that will ever happen to your business. If you are one of the thousands of businesses who have been affected, how can you use this as an opportunity to grow stronger? Let's find out... 1. Change things up If you've seen a huge hit in your profits, consider if there is a hidden opportunity here? Rather than doing the same thing and expecting different results, is there a way for your business to pivot and adapt to the new Covid-19 landscape? Top tips: Change working arrangements! If they haven't been already, can members of your staff work from home, saving on their commute and on expensive office space ? Diversify! Are there other services or products you can add to your range to reach untapped parts of the market? Are there ways to change your business to cater to these different needs? 2. Strengthen your relationship with your team It's easy to focus on the difficulties and challenges you have had to face as an employer, but your employees have had challenges around the pandemic too. We recommend checking in with them to strengthen your bond. After all, when you show that care about people in times of need they are far more likely to stay loyal to you and work hard to help your business succeed. Top tip: Schedule time to share your pandemic struggles with your team. Ask them how they have been coping and see if there are ways you can help each other 3. Open the 'too hard basket' Remember all of those things you wanted to put in place in your business but never got around to implementing? Maybe now is the time. If Covid means that business is slow or your employees are at a loose end, use time wisely to streamline processes so that your business is firing on all cylinders. Top tips: Update your policies and HR documents! Contracts, health and safety policies and inductions should be reviewed regularly. Are yours up to date? Invest in some training! Are there processes that your staff need to know more about? Can your team up skill each other in industry knowledge? Is your health and safety policy up to date and is everyone trained? 4. Refine your systems Have you ever had the nagging feeling that there are better or easier ways to do things, but have never had the time to investigate it fully? If only there was a time when things were slow that you could dedicate to looking into this. Wait a second... how about right now? Top tip: If things are slow for you, why not talk with your team and come up with ideas on how you can do things better! What frustrates them about their jobs? What frustrates you? How can you do away with as many of those frustrations as possible? 5. Reach out to other employers Chances are, if you are doing it tough, many other business owners and employers are feeling the same way. Top tip: Network, network, network! You will feel supported, understood and make friends that might be able to help you out, or that you can help. And best of all, you might end up discovering new networks that can help develop business relationships that will help your company in the future. In conclusion... you're not alone. Many business owners are doing it tough right now. Give yourself some credit - you've hung in there and are still fighting the good fight. By looking for ways to use this rollercoaster pandemic to your business' advantage, not only will you benefit your bottom line but you will feel more productive and in control. Click below to download this article: Or click below to download The Great Employers Checklist for free We provide Employment Law and HR support to New Zealand businesses just like yours.

It's #MythbustingMonday so we're clearing up this employment myth about what casual employment really looks like. And yes, they do have entitlements and rights! What is a casual employee? Basically, a genuine casual employee works if and when it suits them and the business. They do not have to accept work when it is offered. They have no guaranteed hours of work regular pattern of work ongoing expectation of employment If a casual employee works regular hours, days or is rostered on, it is likely that they are not a genuine casual employee. They are likely to be considered a permanent part-time employee in the eyes of the law. Do they get holiday pay? Sort of. If the employee is a genuine casual, then it is likely that their work patterns are so intermittent or irregular that it is impractical to provide them with 4 weeks’ annual holidays. Instead, they are paid an additional 8% of their pay in each pay cycle instead of accrued annual leave. Do they get sick pay, bereavement and domestic violence leave? Yes! If after six months they work: an average of at least 10 hours a week, and at least one hour a week or 40 hours a month Can they just be fired? Because genuine casual employees have no expectation of ongoing work after the last period they accept, an employer wouldn't have to 'fire them', they could just stop offering work. However, there are cases where this would not apply and it may be an unjustified dismissal: If the employee had already accepted the work If the employer acted unreasonably If the employee was not a genuine casual employee. In conclusion Casual employees have the same rights as permanent employees in many cases. Be wary of using casual contracts unless the employee will be a genuine casual. If an employee starts as a genuine casual, but acquires a pattern of work, they are no longer a casual so employers should monitor this in order to reduce their risk.

#5waysto Is your team working as well as you'd like? Or is there room for improvement? Let's look at five ways that we can build profitability through your team... 1. Engagement While you may be the decision maker, if your team doesn't feel like they have a say in things they can easily lose motivation and start underperforming. Employees that feel like they're contributing are far more likely to work hard and be loyal. On the other hand, employees who aren't engaged won't extend themselves beyond their role, perform to their full potential or stay longterm. And recruiting a replacement can just start the whole process again.According to a recent study, only 15% of the employees worldwide feel engaged in their jobs. Top tips: Ask for their suggestions - a collaborative approach to improving the workplace can ensure that your team is engaged and empowered. You don't have to adopt every idea that they have, but you might just discover that they have some ideas that are of value or that are even better than your own. Team meetings - allow your team to feel involved and as though their experiences matter. Regularly checking in with your team can also help to nip issues in the bud. 2. Role clarity As businesses expand, new tasks are needed and are often informally assigned to team members. This can result in a lack of accountability, lack of recognition, double-handling of tasks and ultimately perhaps resentment from your employee. An employee who feels like no one cares about what they do, will be very unlikely to perform well and could become a drain rather than an asset to your business. Top tips: Regularly assess current roles and new tasks, responsibilities and roles - this can ensure that processes are streamlined and employees know where they should be focusing. Keep job descriptions up to date - this not only helps with accountability but also helps to see where employees can develop further 3. Peer to peer learning Each year businesses spend millions of dollars on training. This can be a waste of time and money if it's irrelevant, inefficient or the employee doesn't buy into it. Top tips: Use your team to share knowledge - by assessing the strengths of your team and encouraging them to pass on their skills to their co-workers you are empowering them, recognising their knowledge and promoting team work. Incorporate training into team meetings - you have a captive audience here so take the opportunity to increase the knowledge your team has and therefore business efficiency and profitability. 4. Team Communication Not all employers are natural communicators. They might know what is going on in their own head but fail to pass this on to their team. This can result in costly misunderstandings and poor communication which can divide a team. Top tip: Communicate with everyone - leaving some people out is a sure fire way to create divisions within your team Communicate regularly - Think about how often you need to communicate with your team, it may only need to be once a month or it may need to be twice a week or as new information arises. Use the right channel - Will a weekly email be all that is needed to keep your team engaged, or do you need to meet in person or via video conference? Choose a method that your team will be familiar with and that will allow you to communicate effectively and encourage them to have their say. 5. Delegate, delegate, delegate! As an employer, your time is precious and can be limited. The temptation may be to rush through jobs in order to just get them done, but this doesn't empower your team or boost their profitability. Instead, they can end up relying on you, slacking off or lacking initiative. Top tips: Focus on delegating where possible - you don't need to do everything yourself and this will also enable you to develop your business Develop your team structure - put tiers in place that can help take a load off your shoulders by empowering managers and senior team members. In conclusion Increasing profitability is not just about numbers, but the people in your business. Everyone wants to feel valued. When they do, they extend themselves and make your business more profitable. Imagine having a way to increase your team morale while also increasing their production. That's exactly what engagement does for a team Click below to download a copy of this article: Or click below to download "The Great Employers Checklist" for free We provide employment law & HR advice and support to New Zealand businesses just like yours.

It's #MythbustingMonday so we're tackling the myth that every change in an employment relationship needs a new contract. I'm changing an employee from part-time to full-time, do they need a new contract? No! If all other factors of the employment are the same, then you can simply vary this term. You still need to get your employee to agree to this of course, and it is always recommended that this is done in writing through an addendum to the contract. Does this also apply to pay changes, job titles etc? Yes! If you are increasing pay or promoting an employee you can simply vary these parts of the agreement (again, in writing and with the employee's agreement). If there is a job change, it is important that they receive an updated job description so that you are both clear on expectations. What about at the end of their probation period or 90 day trial? No. An employee's terms remain the same unless you want to update them. So when do they need a completely changed contract? There are several cases including: If the policies or terms of employment are changing greatly - it is a good idea to get them to complete a new employment agreement, rather than sign individual change documents. As we've mentioned before, the employee must agree to these changes. An employer cannot simply tell them that if they don't sign, they will have no job going forward. If you buy a business and the employee remains employed - their original contract stands. You can provide them with a new contract as a condition of employment beforehand, providing the processes are followed correctly. In this case, it pays to work with the selling employer to ensure that this is the case. If they are on a fixed term contract and you are extending this - it is important that you provide a new contract before the end of the fixed term. If you do not, they are considered permanent if their employment continues after the end of the fixed term. In conclusion... Variations to an employment agreement or an employee's terms should be documented and agreed to at all times, but a new contract is not necessarily required.

It's #MythbustingMonday so we're clearing up this employment myth about needing three warnings before any dismissal can occur. Do you need to give an employee three warnings before dismissal? No! It is a common misconception that employees must get a verbal, written and then a final written warning before they can be fired. Depending on the situation and the seriousness of the misconduct, it may not be appropriate to go through all of these steps. Do they have to give any warnings at all then? No! In cases of serious misconduct, the employee's actions may be so severe that the essential trust in an employment relationship might be completely destroyed. In this case, there may be no other alternative but to dismiss the employee, even if this is a first offence so the employer does not have to have previously given any warnings. What if they have a final warning, can you fire them if there is another offence? Not necessarily! Warnings are specific to the misconduct that has occurred so can generally only be relied upon when offences are similar. For instance, if an employee received a final warning for bullying co-workers, an employer may not be able to rely on this to dismiss if they also sign out 15 minutes early on a shift. And remember... Before even getting to the stage of issuing a warning or dismissing an employee, an employer must be confident that good process has been followed. An employer must act reasonably in disciplinary proceedings and not have predetermined outcomes, because this is where employers end up with grievances.