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We all have those days where, as senior managers, we have important work to do, but are side tracked fighting fires, managing emotions and tiptoeing around people and issues.

This is all part and parcel of managing an organisation, but it does prevent us delivering on our work priorities. Just ask the Government this week!

A unified senior leadership team is an essential component of a successful organisation.

Keeping focus and unity within a Senior Leadership Team is a constant and on-going priority.

Distractions impede progress. Leaks, rumours, gossip and time spent managing internal and/or external public relations is all wasteful and means that more important and potentially critical issues take a back seat.

We have all seen this happen.

Whether it is a surprise promotion, rumours of poor performance, a personal scandal or simply the long-held dissatisfaction that fires up on the back of an apparently innocuous incident, these things can take on a life of their own, dominate workplace conversations and take up valuable time to manage.

Fortunately, most situations don’t usually play out in the media. This makes it far easier to control the environment and refocus your team on what is important.

1. Maintain Professionalism and Lead by Example

The second you open the door to gossip or office politics by engaging in it or allowing these conversations to happen while you are present, you condone it. Think through your behaviour, let you team know when conversations aren’t appropriate and shut things down quickly when meetings or discussions descend into areas which aren’t productive.

2. Encourage open and constructive communication

It may sound counterintuitive when we are also advocating shutting things down but often gossip or office politics can stem from an unpopular decision or action which may then require open and constructive dialogue to resolve. This allows for an objective focus on the root cause of the problem, rather than a series of personal discussions.

If everyone is talking about the IT team’s poor performance on a project, address the issue. Bring it back to facts, accept feedback and take meaningful action. Once you have done this and the issue has been addressed, a “move on” attitude tends to take over.

Pretending problems aren’t there just escalates the chatter.

3. Develop your leaders to address issues

You may be handling the situation well but what about your managers? What happens when you aren’t present?

Develop your leaders to have the skills to recognise when conversations aren’t constructive.

Having leaders who have the skills and confidence to deal with these types of issues effectively makes a big difference as to how quickly you can refocus your team on important matters.

4. Reinforce your values

Most businesses will have a set of values in place that contain some reference to how you should treat others….and this is a good time to reinforce this.

Remind your team why your values are important – not just a pretty picture on the wall.

Giving examples of behaviour which aligns with your values and what doesn’t, can be a powerful way of encouraging your team to self-reflect and change the conversations and interactions they are having with each other.

Left unchecked, office gossip, rumours and unresolved issues can have a significant impact on your team’s productivity, wellbeing and sense of safety.

 So, before you engage, or think “it will die down” take a moment to reflect on the organisation you want to lead and take action immediately.

Positive People have over 30 year’s supporting businesses to build productive engaged teams.

 If you need help managing a workplace situation, call us now on 0800 00 00 49.

Hiring someone new to join the team is exciting, but what happens next matters just as much as the hire itself. Onboarding is where expectations are set, confidence is built, and new employees decide whether they feel like they truly belong. When onboarding is done well, people settle in faster, perform better, and are more likely to stay.

Too often, onboarding is treated as a checklist to get through on day one. In reality, it’s an ongoing process that plays a huge role in how successful a new employee will be.

Why Good Onboarding Matters

The first few weeks shape how a new employee experiences your organisation. It’s when they’re learning how things really work, who to ask for help, what “good performance” looks like, and how they fit into the team.

A strong onboarding experience helps new employees feel supported and confident early on. It reduces uncertainty, builds engagement, and sets clear expectations from the start. When onboarding is rushed or inconsistent, misunderstandings and performance issues are far more likely to appear later.

Onboarding Is More Than Forms and Policies

While paperwork and policies are important, onboarding shouldn’t stop there. New employees also need context including how decisions are made, how communication works, and what success looks like in practice.

This is the chance to talk through expectations, explain how the role works in practice, and share the thinking behind the way things are done. That understanding helps employees feel confident and make better decisions from the start

The Benefits for Employers and Employees

Good onboarding benefits both employers and employees. Employers see stronger early performance, fewer issues during trial or probationary periods, and better retention. Employees gain clarity, confidence, and a sense of connection, making it easier for them to ask questions and contribute sooner.

Simply put, people who feel welcomed and supported from day one are far more likely to succeed.

Simple Ways to Improve Your Onboarding

Effective onboarding doesn’t have to be complicated. Starting the process before day one, setting clear expectations early, and checking in regularly during the first few weeks can make a big difference. Introducing new employees to their team, assigning a buddy, and creating space for questions all help people feel more comfortable and engaged.

Regular check‑ins are especially important. They give new employees the chance to raise concerns early and show that support is available, not just on their first day, but throughout the transition.

Onboarding isn’t something that ends after the first day or even the first week. It’s a gradual process of helping someone find their place, understand expectations, and grow into their role.

When onboarding is done well, it sets everyone up for success. Employees feel confident and connected, and employers benefit from stronger performance, better retention, and more positive working relationships.

We all want results right now.

This means we need our team to meet sales and production targets, deliver quality products and services, and improve efficiency. And we want them to do this without us having to micro-manage everything they do.

Alongside the drive for results, a commitment to accountability from all in your team is essential. You need them to step up and take responsibility for getting things done.

“Accountability is the glue that ties commitment to the result.”

Bob Proctor

But this is often easier said than done. How often do you hear “I sent an email and no one replied” or “I didn’t have the right equipment”?

What you really want to hear is “I chased it down until I got an answer” or “I took the initiative to sort out our gear so we could get started straight away.”

If you need to shift your team’s thinking into pro-activity, improve accountability and get results, then take some time to consider these three questions.

1. Does your team know what you mean by accountability?

It is easy to say to your team “You need to be more accountable”, but what does that actually mean to them? Does it mean always reaching targets? Does it mean doing more work or longer hours? Accountability can mean different things to different people, so be clear about what it means to you as their leader.

Accountability is taking responsibility for doing what you need to do —
owning your actions, your work, and the outcomes you deliver AND being answerable for resulting consequences.

Team members who are good at holding themselves accountable don’t always get things right, but they own their actions and results and keep working at the job until they succeed.

Communicating to your team exactly what you want will help them deliver.

2. Does everyone know what they are accountable for?

Do your team clearly know that they are accountable for a specific task or outcome? Is there confusion about who owns which bits of a project? This is particularly true when you are delegating something. Do they truly understand that they have accountability for getting something done, not just flicking off an email and passing it on to someone else.

Being clear, being concise and defining exactly what outcome you are looking for will make this crystal clear for everyone involved.

3. Do they all know what to do to show accountability?

Accountability and achieving results are two different things. However, success usually comes when team members are good at owning accountability. When they are good at this, they find solutions when things go wrong and they stop blaming others. They consider what their contribution to a problem is, they change and learn from mistakes. They then go again until they achieve the outcome they are looking for.

Having your team clearly understanding what accountability is and what is required from them will quantum leap the likelihood that they will succeed.

“A culture of accountability makes a good organisation great and a great organisation unstoppable.”

Henry Evans

Positive People have developed a unique, engaging and interactive ACCOUNTABILITY WORKSHOP, which improves accountability in the workplace.

If your team could benefit from this essential skill set enhancement, contact us now on

0800 00 00 49 or info@positivepeople.co.nz. 

Remote and hybrid working is now a normal part of many workplaces, but supporting employees who work from home is about more than flexibility.  Even though the work is being done at home, employers still have clear responsibilities particularly when it comes to health and safety.

Health and Safety Doesn’t Stop at the Front Door

Under the Health and Safety at Work Act 2015, employers must, so far as reasonably practicable, ensure the health and safety of employees, including those working from home. Employees also have responsibilities; they must take reasonable care of their own health and safety and follow their employer’s health and safety policies and instructions.

Employers should take reasonable steps to identify and manage risks such as poor workstation setup, fatigue, or unsafe work practices. This works best when expectations are clearly communicated and employees feel comfortable raising concerns.

Why a Work from Home Policy Is Essential

If employees are working remotely, a work from home policy is strongly recommended. A good policy helps set clear expectations and manage responsibilities around:

• Performance and availability
• Health and safety
• Privacy and confidentiality
• IT security and data protection

It also helps ensure flexible working arrangements align with employment agreements and supports a consistent, legally compliant workplace.

Staying Connected Matters

Employees who regularly work from home may experience social isolation. Employers can help by supporting regular connection through office days, team meetings, or scheduled phone and video catch‑ups. Staying connected supports wellbeing, engagement, and performance.

5 Simple Ways Employers Can Support Remote Workers

• Check in regularly about workload and wellbeing
• Support regular connections with the team
• Provide guidance on safe work practices eg: workstation setups
• Set clear boundaries around hours and availability
• Review arrangements periodically to ensure they remain effective

Remote work works best when everyone is clear, connected, and supported. Clear policies, regular communication, and shared health and safety responsibilities help create positive outcomes for both employees and employers.

The Employment Relations Amendment Act 2025 came into effect on 21 February 2026, introducing significant changes to contractor definitions, personal grievances, high income dismissal thresholds and collective agreement provisions.

Below is a practical summary of the key updates and what they mean for employers:

New “Gateway Test” for Contractors

Previously, contractor status depended on the “real nature of the relationship,” meaning the Employment Relations Authority could find someone was an employee despite being labelled a contractor.

Now, a worker will be treated as a contractor (and excluded from employee rights) if all of the following are met:

• A written agreement states they are an independent contractor
• They are free to work for others (except while performing agreed work)
• They can subcontract (with limits) or are not required to work set days/times or minimum hours
• They cannot be terminated for declining additional work
• They had a reasonable opportunity to seek independent advice

If any requirement is missing, the traditional “real nature of the relationship” test applies.

The change applies immediately (except for existing cases before the Authority). For employers it provides greater certainty, but only where contractor agreements are properly structured.

High-Income Employees ($200,000+)

Employees earning $200,000 or more (total remuneration) can no longer bring unjustified dismissal personal grievances. Employers are also not required to follow certain good faith processes (such as redundancy consultation) when dismissing them.

• Employees (new or existing) can contract out of this change.
• Existing affected employees have 12 months to renegotiate terms if they don’t want this law change to affect them in the future
• After 12 months, the law applies automatically.

This gives employers increased flexibility when managing senior employment relationships.

Reduced Remedies for Employee Conduct

Previously, where an employee contributed to the circumstances giving rise to a personal grievance, remedies could be reduced but not completely removed.

Under the new law, if an employee’s conduct amounts to serious misconduct and contributed to the situation, no remedies will be awarded at all. Even where the conduct falls short of serious misconduct, reinstatement or compensation may be unavailable, and any remedies can be reduced by up to 100%.

Importantly, the Act does not define “serious misconduct,” so we will no doubt see its scope develop through case law.

These changes considerably strengthen an employer’s position where employee behaviour has played a significant role in the outcome.

Removal of the 30-Day Rule – Union Environments

The requirement that new non-union employees must be employed on terms consistent with a collective agreement for their first 30 days has been removed.

You can now negotiate individual employment terms from day one. This restores flexibility in how new hires in unionised environments are engaged.

Expanded Trial Period Protections

Employees dismissed under a valid trial period cannot bring a personal grievance for either unjustified dismissal or now unjustified disadvantage relating to that dismissal.

This increases certainty where trial periods are properly drafted and implemented.

Clarified Justification Test

A dismissal will not automatically be unjustified due to minor procedural errors if the employer otherwise acted fairly and reasonably.

The Authority or Court may also consider whether the employee obstructed the process.

This reduces the risk of claims based purely on technical procedural flaws where the overall process was fair and reasonable.

Changes to Union Information Requirements

Employers are no longer required to provide union information or share new employee details.

This reduces compliance obligations and allows greater flexibility in negotiating individual agreements, with employees now responsible for proactively seeking union information.

These changes are already in effect, making it timely for employers to review their agreements, policies, and processes to ensure they align with the new legal framework.

Please feel free to get in touch on 0800 00 00 49 or info@positivepeople.co.nz to discuss how these changes apply to your organisation.

 

The first few months in a new role are an important period for both employees and employers. It’s a time to settle in, understand expectations, and see how well the employment fit works in practice.  Many employers use trial or probationary periods at this stage to help assess fit before making a long-term employment commitment, but the two are not the same, and getting them wrong can create unnecessary legal risks.

Here’s a clear, practical overview of how each works under New Zealand employment law.

Trial Periods

A 90‑day trial period can only be used for new employees who have never worked for the employer before. When valid, it allows an employer to dismiss an employee within the first 90 calendar days without the employee being able to raise a personal grievance for unjustified dismissal.

However, trial periods only apply if everything is done correctly. They must:

• Be clearly outlined in the employment agreement
• Be signed before the employee starts work
• Be agreed after the employee has had a reasonable opportunity to seek independent advice

If any of these steps are missed, the trial period may be deemed invalid.

It’s also important to remember that if an employer chooses to enact a 90-day trial period clause they must provide the notice period stated in the agreement (or reasonable notice if none is specified) and other personal grievance rights such as discrimination or harassment continue to apply.

Probationary Periods

A probationary period is a set evaluation timeframe used to assess an employee’s performance or suitability and can apply to both new and existing employees.

There is no set maximum length for a probation period, although it must be reasonable (three months is a common duration). Unlike trial periods, probationary periods do not remove the right to raise a personal grievance.

That means if performance or suitability concerns arise, employers must follow a fair process.  This includes:

• Clearly explaining expectations and concerns
• Providing regular feedback
• Offering support or training where appropriate
• Giving the employee a genuine opportunity to improve

If after following the above steps there are still performance or suitability concerns, employers should clearly outline the reasons for considering an end to employment, supported by appropriate information, and give the employee a genuine chance to provide their feedback. While a probation period does not offer the same protections as a 90‑day trial period, following a fair and reasonable process can still allow decisions to be made efficiently, without the need for a drawn‑out process.

The key when it comes to trial periods and probationary periods is not just which option you choose, but how well you manage it. Clear agreements, early conversations, and consistent feedback during the first 90 days can significantly reduce risk and set up stronger employment relationships from the start.

With unemployment rising to 5.4%, a slow economic recovery and the Government racing to make changes in legislation before the end of their term, 2026 is looking like it will be an interesting year in the HR space.

“Employees are a company’s greatest asset – they’re your competitive advantage.”

Anne M Mulcahy, Former CEO of Xerox Corporation.

This may be the case, but employees don’t become your greatest asset just by walking in the door.

It takes management effort, focus and a strong understanding of the environment to fully realise the competitive advantage your team can create.

Aside from the legislative changes, what other HR trends should you be considering in 2026?

Our top picks are:

Playing AI Catch up

The use of AI is everywhere now, across every Industry and role. So why aren’t we seeing the productivity gains that AI promised? Many employees and businesses have moved to adopt AI into roles yet haven’t considered what the positive benefits could be.

Are your team doing more in less time? Are they improving productivity? Can you do more with less people, reducing cost? What do you want AI to be used for and what don’t you want it used for? How do you protect data security and privacy?

This year the focus needs to be not just on using AI but on harvesting the benefits.

A renewed Engagement & Employee Wellness focus

With many businesses having been in survival mode for the past few years, the “nice to have” around engagement had gone on the back burner. The result of this is often a passive, unenthusiastic team, negatively impacting results.

Most businesses are right sized now so it is time to refocus on building high performing, highly engaged teams. You may be working with smaller budgets and teams with different needs, so really understanding their drivers and being creative is essential.

Providing essential support for this is having an Employee Wellbeing program.

Outcome based accountability

Accountability is a word we heard a lot in 2025, with more and more leaders wanting it from their team – but not knowing how to get it.

So, what exactly do you mean by accountability? Have you articulated this? Does your team know what they are accountable for? Do your team actually know how to be accountable for expected results? Do you have the systems in place to make this crystal clear and then manage your team accordingly?

This will be shift in leadership style for some, and a change to their way of working for your team. Being deliberate and focused on outcomes will bring about the change you need.

Leadership and Power skills become imperative

As automation, AI and data reshapes the way we work, there is an increasing awareness of the importance of the human centred power skills like leadership, communication, motivation and conflict management.

These power skills are not just complementary to technical skills; they are essential for a thriving business. Can you inspire your team to come on the journey? Can your leaders lead through change?

Communication, adaptability and resilience are all key skills for improving retention and performance, and they are essential for effectively leading your team today.

Salary pressure

Cost of living pressure is still a reality. After several years of stagnant salaries, many employees are looking for significant increases. This conflicts with the business pressure of keeping costs tight. This dynamic can foster dissatisfaction.

Add in pay transparency and a flooded labour market and you may find that some of your team can’t move and so become your silent quitters. Having a well thought out salary strategy which is transparent, well communicated and focused on retaining talent should be an essential part of your HR strategy in 2026.

Continuous Learning and Career Pathing

Ensure that your workplace environment has a continuous learning system to provide new learning opportunities for everyone. This type of feeder system is essential for retention as it opens up internal career path opportunities for talented employees.

Positive People have over 30 years helping businesses establish their HR Strategies and HR Plans.

Contact us now to discuss your HR plan for 2026.

 

With 2026 already shaping up to be a year that gives us the unexpected, having a team that is resilient, adaptable and on board with your vision is a must.

So, as we return to work and start on our 2026 goals, it is a good time to consider your people – what you need from them in the year ahead and if you are providing the right environment for them to successfully deliver?

Having an HR plan which is aligned to your business plan makes good sense. It focuses you on the right improvement areas, mitigates risk and potential derailers, and will help your team to thrive.

Choosing the right areas to hone in on is harder than it seems, particularly if you want to do it all well.

Outlined below are a few priority areas to get you started on developing a value-added HR Plan.

Growth

If 2026 is a year of growth for your business, consider:

• Succession Planning and talent management – With growth comes opportunity for your team. Have you identified your future leaders? Do you have key talent in place, so you don’t get slowed down by turnover? Promoting internally is a safer bet than external hiring. It is more cost effective and you achieve better productivity faster.
• Employment Brand – If you need to recruit, will people want to work for your organisation? What is your reputation in the marketplace and are you offering the right salary, benefits and a workplace that will secure talent? Focusing on this in advance will make sure you are an attractive employment proposition and help secure great people when you need them.
• Recruitment and selection systems – Are your systems set up to get the right people for your culture and team? Do you have appropriate checks and balances in place while ensuring a great candidate experience? A bad recruitment decision will inevitably cost you and your business, so having a great process ready to go is essential.
• On-boarding – Once you bring a talented new team member on board, how quickly do they start contributing? How well connected are they to your brand? Getting on boarding right not only reduces turnover, it also gets new team members firing and ready to go a lot quicker.

Productivity Improvement

For some businesses this year may be about stability, with the focus on doing things better. If that’s you, we suggest thinking about:

• Performance management frameworks – Are your team really clear on their accountabilities? Do they know how they are performing and what areas to improve? Are these conversations motivating and forward looking? Your team cannot be more productive unless they know what you want and how to do it, so mastering these conversations and process is essential.
• Learning and Development plans – A sure-fire way to improve performance is to give your team new skills and knowledge so they can do things better, and perhaps differently. Does each team member have a development plan in place? This doesn’t mean signing up to long expensive external courses. Look for local options, short or virtual courses, internal mentoring – even a well-developed podcast can bring about a light bulb moment.
• Continuous Improvement – Generally, to be more productive, your team will need to do things slightly differently. Improve a process, reduce wastage, cut out unnecessary red tape. Do you encourage this? How does your team go about making a suggestion? And how do you ensure it is acted upon? You would be surprised how much even a small change can improve your business – and the best ideas come from the people doing the work!
• Engagement – A key part of your team improving their performance is having them “want” to do better. You want them committed and walking forwards alongside you, not being dragged. Do you know how engaged they are? Do you know what areas of the business they would like improved? If not, it is time to ask and to work with your team to bring them on the journey.

Retrenchment or realignment

We understand some businesses still need to “right size” or make some internal changes so that you have the right people in the right roles. If this is something you are thinking about, now is the time to focus on:

• Change readiness – Even a small change at work can throw some people into a tailspin and have a very negative impact on results. If you know change is coming, take the time to prepare your team. Normalise change, talk about it, encourage small changes and highlight the benefits. Listen to your team and involve them in decision making.
• Communication plans – A key mantra we live by with communicating to teams is to communicate messages three times in different ways, to ensure the message is received. I know we have all heard “I never knew that”, even though it was on an all staff email the week before. Strong communication will ensure your team understand the reasons for change. It will create trust and encourage collaboration – all of which will improve your business resilience.

“You don’t build a business, you build people, then people build a business. “

Zig Ziglar.

Positive People have over 30 years’ experience helping business get the best from their teams.

 Call us now on 0800 00 00 49 or email us on info@positivepeople.co.nz to discuss your 2026 HR plan.

 

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With the economy remaining sluggish, the pressure is increasing to improve results – for both our country and our businesses.

As part of this drive for results, it is normal to start asking for more from your team. Asking them to step up, asking them to deliver more and asking them to take more accountability for results.

But what are we asking for here? What do we mean by accountability and how do we get it?

Accountability is defined as:

“Committing to doing what you say you will. It is about taking ownership of your work, your actions and delivering the required outcomes.”

Having a team that understands and fully embraces personal accountability will make a big difference to your business. It means an outcome focus, increased ownership of results and stronger resilience as a team. And it is a skill and attitude that can be developed and strengthened with the right plan in place.

1. Reframe accountability

Often when we talk about accountability, it’s in a punitive sense – “You need to show more accountability”, “Why don’t my team show accountability?”

Accountability is actually a positive skill. People who have this competency achieve their goals in life and are more successful. They understand what is important, overcome challenges and take the required actions to achieve the things they want.

Helping your team to fully understand what accountability is will make a big impact in gaining their commitment.

2. Define accountabilities clearly

Do your staff really know what they are accountable for? Is their understanding the same as yours? Have they confused just completing tasks with actually taking full accountability for them?

Imagine a Sales Manager who thinks he’s performed well because he has completed the required number of calls, even though he hasn’t met the sales targets. He is accountable for meeting the sales budget, and the calls are one step to take to help achieve this. However, confusing the two creates misunderstanding and poor performance.

3. Do they know what actions to take to improve their accountability?

Taking accountability doesn’t mean you achieve everything you want to. In fact, being good at accountability is also around your behavior and actions when things aren’t heading in the right direction. You should encourage:

• Investigating solutions, not finding problems – There is always a reason for things to go wrong, and it’s easy to stop there. We didn’t achieve X because of Y, and that’s it. Taking accountability is about asking how we solve Y and still focusing on delivering on X.
• Eliminate blame – “I couldn’t do it because no one got me the information on time”. How often do you hear statements like that around the office? If you have an area of accountability, it sits squarely on your shoulders to achieve the required outcomes. Encourage your team to remove the finger pointing and focus their energy on actions and results.
• Verifying your role – Looking at our contribution to problems or issues is difficult. However, it is essential for growing and developing. Practice asking your team “How did you contribute to this problem and what could you do differently in the future?” This helps them to honestly assess themselves and improve accountability.
• Extract lessons – Achieving the outcomes you want in your areas of accountability might take several goes. Key is extracting the lesson and applying this learning until you get it right. Accountability is about not letting it go. You keep trying until you succeed.

Having accountability as a core strength for everyone in your business will improve their results at work and outside the office.

“Accountability is the glue that ties commitment to the result.”

Bob Proctor.

Positive People has over 30 years’ experience helping businesses to build high performing cultures. If you need help with building accountability in your business call us now on 0800 49 00 00 or email us at info@positivepeople.co.nz.