Making the most of the talents and energy of New Zealand's diverse population requires creativity and good management. Tapping into the qualities that Māori bring to the workplace is no exception.

This section focuses on six key employment areas:

Recruitment

To identify the best of the talent pool it is important to determine what skills and attributes are needed for a role.

Job analysis and description, and an equitable and comprehensive process of advertising help ensure the best person is hired.

Job analysis

Although it may appear obvious what a job entails, especially if it is an existing position, it may be worth analysing the job to avoid assumptions that can indirectly exclude great people. Consider what attitudes and approach the ideal candidate would bring to the job and assess what skills can be learnt on the job.

Job description

It can help to focus on outcomes rather than tasks as narrowly defining how a task is carried out may exclude someone who may find an innovative, and perhaps better, way to reach the desired outcome. A clear and complete job description helps applicants to assess whether they can do the job.

Person specification

Specify which skills, qualifications, attributes and attitudes are essential or preferred. Formal qualifications and previous work experience are not the only indicators of ability, so do not overemphasise these at the expense of other types of experience or personal qualities. Māori, like many other applicants, may not have high levels of training or vast work experience but their life experience may have provided them with valuable attributes and qualities.

Beware of the subtle stereotyping that may occur as a mental image of the ideal employee is formed. Learning to think outside preconceived ideas of who can do what is the key to effectively tapping into the skills and energies of the diverse population.

How to write the advertisement

• Consider writing advertisements in English and Māori. The Māori Language Commission, Te Taura Whiri, has a national register of Māori translators.
• Use the EEO Employers Group logo or a statement of support of EEO/ diversity in job advertisements to show applicants that you will make your selection on the basis of merit.
• Use visual images of diverse people that reflect your values and vision of a diverse workplace.
• Use a Māori logo or identifier if you have one, or use Māori designs where appropriate.
• In the advertisement include references to benefits you can offer employees, eg, flexible hours, flexible leave, training and development opportunities.
• For some potential applicants, particularly long-term unemployed, it may be too difficult to prepare an application. You can help overcome this barrier by advertising that you offer guidance for applicants. Some Māori underestimate the quality and value of work they have done in their lives, so talk with them about what they have done and advise them on how to include their experience in their applications.
• You could develop a package that has additional information about the job, your business, guidelines on applying for jobs in your company and, if applicable, information about your current Māori employees, and initiatives you have taken to induct and develop Māori. 
• Under most conditions, it is illegal under the Human Rights Act 1993 to advertise specifically for Māori staff. You can advertise for specific skills such as "familiarity with Māori language".

How and where to attract Māori

• Attracting Māori may well require creative recruitment. For example, you could advertise in media targeted at Māori or work in partnership with the local iwi rūnanga (Māori tribal organisation), Māori networks or community agencies.
• Ask any existing Māori employees if they know of potential applicants.
• Forward the advertisement to the liaison officers of tertiary institutions.
• Consider displaying advertisements on marae noticeboards, in community or childcare centres, and sports clubhouses.
• Keep a database of Māori applicants who were previously unsuccessful when they applied for jobs in your organisation. Review this database when advertising for a new position.

Using a recruitment agency

Ensure that your recruitment consultancy understands the benefits of having a diverse workforce and is committed to recruitment on the basis of EEO/diversity. A good starting point in selecting a suitable consultancy is to choose a member of the EEO Employers Group or the Recruitment and Consulting Services Association.

If recruitment consultants use tests of any kind ask for an analysis of how minority ethnic groups perform in these tests. Most well-used tests will have this data. If ethnic minorities do not perform well on such tests, advise the consultants that you would like them to use other strategies. Ask recruitment consultants about their experience in dealing with clients from other cultures, including Māori.

What are the benefits of a whānau interview?

Whānau support addresses the challenge that can arise within interviews where, reflecting their cultural training and custom, a Māori applicant is reticent about speaking too highly and too confidently about themselves.

Whānau members who attend an interview can provide invaluable insights into an individual's skills and experience and add examples of their achievements. If successful in the recruitment process, the new employee will bring with them a support system that has more connection with your business. This network can also help identify potential candidates for other jobs and provide enhanced community-based support.

William Carter is the applicant and his whānau support group is: Wiremu Carter, his uncle and also a Māori kaumātua (elder), Mereana Kahu, his cousin, and a Pākehā work colleague, Sandy McDonald. Julia Harris is the Pākehā co-ordinator of the interview panel, which includes another Pākehā and a Māori member. Julia comes into the foyer to greet the applicant and his whānau, introducing the panel as they enter the interview room. Once everyone is seated, Julia asks if someone would like to start with a prayer.

The kaumātua, Wiremu Carter, stands and offers a karakia (prayer) to open the occasion. Robert Waaka, the Māori member of the interview panel, presents a short mihi to greet the whānau group in Māori and then in English. Wiremu Carter responds to the greeting, in Māori and English, introducing the whānau group. Julia then takes over the co-ordination of the interview, first checking out what the protocol will be. In this case, the whānau group chooses to add their comments once the applicant has been interviewed.

The panellists interview William in English, asking him about his experiences in relation to the job description. Once this process is complete, the whānau then comment on some of the issues raised, giving further relevant information about William as they know him in a community context, as well as in his job. Julia thanks the applicant and the whānau/support group for their contribution. The kaumātua says a karakia (prayer). A cup of tea and light refreshments are offered to the guests to fully complete the process.
Jones, Deborah (1997). The whaanau/support interview: A New Zealand contribution to cultural diversity. Employee Relations 19(4): 321-336.

"I did my interview first, alone, and then my whānau all piled in. I remember the look on the interviewer's face; she thought this was going to take hours.

But my whānau had decided that only two people would talk. First went my uncle, he turned to me and said: 'Well Wiki, when are you going to get a job that you stick at? If you get this job are you going to stick at it?' Of course I said yes. Then it was my aunt's turn. She stood up and said: 'And another thing Wiki, we were really disappointed that you didn't stick to your study. If you get this one will you stick to your study?'

That was it - I was so embarrassed. They wanted to let my employers know that they would support me in my job, help me hang in there. They wanted to let them know that they expected me to carry on studying. It was a quick whānau interview. Man they were honest. The interviewers loved it. I got the job. I finished my study and got promoted."

Selection

Preparing for the interview

Consider giving the interview questions to applicants before the interview to enable them to consider answers, have time to relax and collect their thoughts. A diverse selection panel helps avoid bias or prejudice, and a welcoming interview room will help applicants relax and communicate themselves more easily.

The interview

Encourage applicants to open up and discuss all aspects of their experiences. Offer a prospective Māori employee, or an existing one seeking a promotion, a whānau interview. This usually involves the applicant's family members and/or friends attending all or part of an interview. These interviews can be incorporated very successfully into selection procedures once policies are developed and people are trained to carry them through.

Making your decision

Consider all of the attributes the applicant offers including ones developed outside paid work. Qualities such as teamwork and innovation may be evident from the applicant's family, social and community activities. Recognise the additional value Māori can add to your business through their understanding of Māori consumers and the growing Māori economy and be willing to invest in potential in order to reap greater rewards over time.

Induction

A proper welcome and introduction gets things off to a good start.

• Explain the culture of the workplace, including its values and expectations of staff.
• Encourage questions about the job and the organisation.
• If appropriate, introduce the new employee to other Māori employees.
• Provide as lengthy an induction period as you can.
• Some companies welcome their Māori employees with a traditional welcome - a powhiri.
• If appropriate, consider arranging for your Māori employee to go out into the community to announce their new position and make connections.
• As with all staff, implement a regular review process. This creates an opportunity for the new employee to raise any issues and enables the reviewer to make sure the person's skills are being used effectively.

Training and development

Considering the current labour market, you might need to invest more in training and skill development of existing employees, or employ lesser-skilled applicants and train them. All employees, including Māori, need to have their training and career development needs taken seriously and research shows that offering workplacebased learning is a great way to recruit and retain workers.

Offer mentoring

• Mentoring fosters professional relationships and provides a forum for constructive and frank advice to support the career development of Māori employees.
• Mentoring offers managers and executives a cost-effective way of assisting groups of employees to acquire the knowledge and skills to operate within a changing environment.

Analyse training needs

• All employees, including Māori, will benefit from support to define career goals and create a plan to achieve these goals.
• A training needs analysis when the employee first joins your organisation and each year will help ensure ongoing development.
• Some Māori may need training in skills that other people may take for granted, for example, making a formal presentation.
• Training in interpersonal communication, negotiation skills and time management could also be helpful.

Learning by doing

Explore with Māori employees what learning style best suits them. Learning styles can differ culturally, and for some Māori experiential learning may be more effective than being handed a manual and told to follow it.

Support for the long-term unemployed

The long-term unemployed as a group, whether Māori or not, have particular characteristics and needs when they become employed, either for the first time or after a long break. The culture of work, and of working with others, is not something that people who have been unemployed for a sustained period of time necessarily know or understand intuitively. If you do employ someone who has been unemployed for some time, consider offering specialised training and support.

Welcome ideas and leadership

You can leverage competitive advantages for your organisation by creating the opportunity for Māori employees to express their ideas by encouraging leadership.

Enhance skills as Māori

Māori staff are often asked to:

• give advice about Māori culture,
• help write a Treaty of Waitangi policy,
• organise a marae visit,
• write greetings in Māori language,
• accompany executives to meetings with Māori.

These skills might be natural strengths of some staff members; however not all of your Māori staff may be experienced in these areas. Consider enhancing their skills as Māori through development programmes and courses for Māori.

Remuneration

Innovative remuneration and rewards packages may enable you to attract and retain a diverse range of staff. Māori emphasise the interrelatedness of all sectors of life and dislike compartmentalising or strict differentiation of roles, believing that a person is one, whether at work or play.

This view is increasingly gaining ground among all employees, and employers are realising that there is a real demand for flexible working options and work-life balance initiatives.

Time

Offering flexible working arrangements is an extremely effective recruitment and retention strategy. Māori employees may prefer flexible working arrangements to accommodate significant cultural events.

• Flexitime or flexible working options give people some control over their starting and finishing times, shift rosters, and leave options.
• Compressed hours gives employees the option of working the standard number of hours over fewer days. For example, instead of five eight-hour shifts, a worker may do four 10-hour shifts. Others may work a nine-day fortnight.
• Other time-based strategies include parental leave provisions, time for study, and the option for employees to "buy back" time by reducing hours and reducing financial remuneration accordingly.

Recognition

Māori have historically engaged in work not only to meet basic economic needs but also to meet emotional needs including the desire for community approval. In the modern workplace recognition may be particularly valued by Māori. Recognition programmes could include awards, special lunches or dinners, family days or gifts. Recognition methods are most effective if they are sincere, fair, consistent, timely, flexible, appropriate and specific.

Koha

The notion of koha is often misunderstood. Traditionally koha was an exchange system underpinned by the principle of reciprocity. Koha is an unconditional gift.

When given to an employee, koha can be a way of recognising the extra contribution the employee has given in their own time over and above what they are paid to do. This may have related to giving advice about Māori matters such as the development of company policy or facilitating a visit to a marae.

If you have drawn on the services of kaumātua (elders), koha is a way of expressing your thanks and reciprocating their effort. Some examples of koha are cultural artefacts, food, money, and time.In some cases koha is subject to tax. The Inland Revenue Department has produced a guide on this. (See www.ird.govt.nz)

Another important aspect of koha is "He kanohi i kitea: a face seen". Your effort to attend Māori occasions, such as p ōwhiri involving an employee, will be much appreciated and adds a meaningful social dimension to your relationship with Māori.

Retention

Occupational health and safety

Māori have relatively high rates of workplace accidents, possibly because many Māori are employed in high-risk occupations. Valuing and investing in safety programmes and protection of staff is likely to increase commitment and loyalty. It will also reduce lost work time and other costs of workplace injuries.

Prevent harassment

Policies, procedures and training that address harassment and bullying can improve retention of Māori staff. Communicate clearly to all employees the appropriate standards and make it clear that racism is not acceptable and will not be tolerated within your organisation. Often comments that are racist in nature are disguised as "humour". Just because the butt of a particular "joke" laughs does not mean that the person is not deeply offended. Negative and stigmatising racist language is not acceptable. It's not about being "PC", it's about being respectful.

People can get irritated over matters reported in the media such as Māori land claims and Treaty issues and can vent their frustrations on Māori work colleagues. Clarifying this issue in training programmes ensures that everyone knows that Māori employees are not to be confronted on, or expected to engage in debate about, these matters.