b-fit with Gisborne Chamber of Commerce
Our b-fit group consists of Chairperson Geoff Meade, Alison Crosswell,
Joe Rousseau and Nedine Thatcher
b-fit group's focus is education - of both business people and youth in Tairawhiti.
The b-group gives support to the YES programme (outside school curriculum),
school Gateway Programme, and encourages business to assist where possible.
We are always looking for new members so please.. ..
if you are interested we would like you to join us.
YES (Youth Enterprise Scheme)
Congratulations to Ngata College for their success once again
These brave and savy young people represented Gisborne in the National Awards
in Wellington for 2009.
They didn't win the top prize but they took a prestige prize.
Campion College - you were pipped at the post by a very small margin There's always next year.
To all who take part in YES and their Mentors, Teachers supporters -
Thank you for your efforts and contributions. Your work enables change.
BUY LOCAL!!!
SUPPORT YOUR LOCAL BUSINESSES
One of the easiest ways to immediately increase the profitability of a city and surrounds
is for you - the citizens to fully support a buy local mentality.
If you are offered a special price by one of the multi-national traders, ask your local
allied business if they can meet the opposition's price. Keep the $$$ in Gisborne
Try to support those who provide the support for your community. If your favourite
charity or sports team have asked a local business for support, tell your staff and
customers to support them so they have value for that sponsorship.
The professional services offered outside the district may cost less,
but rarely do they provide you with better services.
Use local - they know the area and are passionate about Eastland and it's people.
BUY LOCAL - BUY LOCAL - BUY LOCAL - BUY LOCAL - BUY LOCAL - BUY LOCAL - BUY LOCAL - BUY LOCAL
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Human Resource Advice
You have heard it before from Adam Simperingham and Alison Bendall of Woodward Chrisp
and from Kristy Elstone at Employers and Manufactures Association but the following article
is just a short reminder to employers that the process is as important as the final action.
If you are in the position where you need to make drastic decisions, ensure you have
gone through the correct process before you act.
Redundancies - Follow the law or pay the price!!
Obviously this is not a decision that employers (for the most part) make lightly.
Recuitment and investment in training employees is a significant cost and finding and
holding onto talent has been identified as a key issue.
Once a compnay has got to the point that redundances seem the only option,
they often want to proceed with great haste, sometimes immediately.
While this is understandable, in a "rip the plaster off quickly" way, the law in
New Zealand requires employers to approach possible redundancy with care.
To justify termination of employment by redundancy, it is necessary to have
both a genuine reason for the redundancy, and to follow a "fair" process.
A genuine reason involves an assessment of whether the position or positions are
genuinely superflous to the employer's requirements. It is the position not the person
which must be considered. A redundancy is not the way to address performace concerns.
In terms of "process" the law (both common law and the Employment Relations Act 2000)
requires consultation with employees whose positions may be affected.
Consultation involves developing a proprosal which sets out what the employer
plans to do, the reasons for it, including any supporting information, and how it could
affect existing employees. The proposal must be just that - a proposal rather than
a predetermined decision. The information supporting the reasoning is critical and
is required by the Employment Relations Act. Once the proposal has been developed,
it meeds to be put to the employees who could be affected if it goes ahead.
If the proposal is changed as a result of feedback, it could potentially affect
other employees so it's a good idea to consult a wider rather than narrower group.
Employees must be advised of the proposal, its potential affects on their
employment and crucially, that they will be given an opportunity to comment on that
proposal and offer alternatives to it. Employees should not be expected to respond
to it immediately but should be invited to take it away, consider it, take advice if desired,
and meet again with the employer to provide comment or alternative suggestions.
A final decision on the proposal can only be made once the employer has received all
of the employees' feedback. If it involves disestablishing certain positions, the employer
must consider whether there are any alternative positions available for the employee which
will avoid having to terminate their employment through redundancy. Only if there are no
suitable alternatives to redundancy should an employee be given notice of termination.
If employment is termindated for redundnacy, employees are entitled to notice as
per their employment agreement (or to be paid in lieu of notice), redundancy compensation
if this is provided for in the employment agreements, and any outstanding holiday pay as
at the date of termination. Employees may also want to consider the possibility of placement
support, assistance with drafting a CV and referees.
Not following the process risks a personal grievance for unjustified dismissal.
This is likely to be for more costly in terms of time, management imput, legal fees
and other costs than simply following a consultation process.
This summary is a guideline only and we strongly recommend that you seek advice
prior to commencing any restructuring and consultation process.
Taken from the Chamber b-innovative mag - Author Alison Maelzer, - Sen Solitictor Hesketh Henry
E&OE