Immigration
Expert,
Settlement Support
Personalised,
Management Services
Centralised coordination of travel, accommodation, and expense management.
Household Goods Relocation
Fully managed relocation of personal effects, ensuring employees feel supported and cared for every step of the way.
“Acommunity is a group of people who agree to grow together,” said author and business leadership speaker Simon Sinek, on a podcast I listened to recently.
I really like his definition because it’s simple and says a lot. It shifts the focus from what people have in common to what they’re willing to become together. And I particularly like it because I think it relates well to HRNZ.
I get to meet and hear from so many HRNZ members in my role as editor, and the one thing I can say without fail about all of you is that you all share a common value: helping others become their best.
There’s something powerful about shared values, shared intent and collective progress. For HRNZ, I think it speaks to members as being a collective
group of people, rather than just an audience or ‘receivers’ of content.
At the heart of this issue is an exploration of just this: connection and networking with our fellow HR professionals and the wider community. We have features from Kavita Khanna (and myself) on what networking looks like in reality, and we have a piece from Danni Ermilova Williams on mentoring, as she uncovers the richness these mentor–mentee relationships can bring to our lives.
Nadine Tarsa guides us through the changes to the HRNZ Constitution, and Deepika Jindal outlines how the HRNZ Academic Branch operates and how you, as members, can engage with it through the constitutional changes.
We also highlight the Future Fit masterclass, thanks to Melissa
Crawford, and we hear from our regular columnists, who keep us up to date on employment law, immigration law and the latest HR research.
I hope you have a chance to browse through these pages.
Kathy Young
Editor
Kathy.Young@hrnz.org.nz
EDITOR
Kathy Young
Ph: 021 0650 959
Email: kathy.young@hrnz.org.nz
ADVERTISING & SPONSORSHIP
Nikita Barends
Ph: (04) 802 3954
Email: nikita.barends@hrnz.org.nz
MARKETING & COMMUNICATIONS
Georgia Wormald
Ph: (04) 499 2966
Email: georgia.wormald@hrnz.org.nz
DESIGN
Jen McBride, Jn Creative
Email: jen@jn-creative.co.nz
PROOFREADER
Jenny Heine
Email: jenny@heine.co.nz
SUBSCRIPTION ENQUIRIES
Email: comms@hrnz.org.nz
PUBLISHER
Human Resources is published quarterly by Human Resources New Zealand PO Box 11-450, Wellington Ph: 0800 247 469
comms@hrnz.org.nz
hrnz.org.nz
nz.linkedin.com/company/hrnz
instagram.com/hrnzphotos
The views expressed in Human Resources are not necessarily those of Human Resources New Zealand, nor does the advertisement of any product or service in this magazine imply endorsement of it by Human Resources New Zealand.
Copyright © Human Resources New Zealand Inc. Vol 30 No: 3
ISSN 1173-7522
The HR Platform that powers productivity, engagement, and retention
Learn more
Ithink I probably suffer from a bit of social anxiety. There is nothing worse for me than finding myself in a room full of strangers, especially if there is lots of noise and everybody else seems to know each other. It’s the eternal struggle with overthinking it all. Do I know anyone here? Is there a conversation that I can join in on? Is there anyone else on their own, and is there a reason for that? Some people seem to thrive in these situations, breezing effortlessly from one group to the next: how do they do it?
I suppose this art of connecting is just one of those things we learn over time. We have to learn to put ourselves in the right rooms with the right people. Like any new skill, to develop it, you have to be able to take that step outside of your comfort zone.
I can recall joining HRNZ back in 2018 and attending both the Conference and the HR Awards dinner. Both are significant events, and the Awards event, in particular, attracts a big and noisy crowd. I have developed a few strategies for these situations, one of which is to spot the people who are maybe on their own and feeling uncomfortable and make a point of introducing myself and helping them find their people. Of course, these things get easier as you go. Now, when we have our Awards dinner, I have the opposite problem, I know so many people it’s almost impossible to get around and say hello to them all.
Supporting people to make connections and access networks is one of the fundamental reasons that HRNZ was established in the first place. Back in the early years of ‘personnel management’, there was a growing number of HR roles but few resources to support ‘good practice’. Seeking out like-minded people for sharing and support was an especially important part of the learning and growth needed to be successful in a personnel management role.
Times have changed, but arguably the need for networking and connection has only increased along with the opportunities to do so. The field of HRM has grown over the years, and the HRNZ capability framework identifies 17 domains of technical knowledge that HR professionals need to be familiar with, if not experts in. For many of our members in sole-charge roles or working in small HR teams, having a network of people to call on when facing something new is invaluable. It’s little wonder that the HRNZ Branch network remains so important to our members. The opportunities to meet face-to-face with other HR professionals in your local area have always been popular with our members.
HRNZ is strengthening its range of networking opportunities this year. Branches will be converted into Regional Networks and continue to deliver in-person events within their local area. These networks will be supplemented with Regional
Ambassadors operating in smaller towns and cities around New Zealand. Regional Ambassadors will receive support from the HRNZ National Office team to identify and engage HR professionals from their town to hold networking events such as a Café Connect.
We’re also introducing networking channels for members with specialist interests. Special Interest Networks will operate nationally and run online events. We already have the HRNZ Tech Channel. We’re also in the process of establishing the HRNZ Leaders Network and the HRNZ Health and Safety Network. These networks will run regular webinars and provide other content of interest for network members. It’s hoped that these networks will also lead to people connecting over common issues within their local area.
Extending the range of professional networking opportunities that are available to members is an exciting new step. For any member looking to put themselves in the right room with the right people, check out our new networks or even tell us about the one you would like us to help you get started.
28 HRNZ Constitution Changes
HRNZ Project Manager
Nadine Tarsa outlines what members need to know about the changes to the HRNZ Constitution
32 Build your Network
Kavita Khanna offers her connection playbook: a people professional’s guide to real influence
36 Mentoring is Evolving. Are we?
Danni Ermilova Williams rethinks mentoring beyond the traditional top-down wisdom transfer, and asks how we can get the most out of these powerful professional relationships
40 Academic Branch in Action
Deepika Jindal outlines the work of the HRNZ Academic Branch and how the new HRNZ Constitution will enhance its activities
44 Strategic Networking for HR People
Editor Kathy Young speaks with two seasoned recruiters on how HR professionals can build meaningful connections to advance their careers
HRNZ caught up with a newly accredited Chartered Member and Accredited Member, to share their
Employment Law Update Privacy Act 2020 explained – Jack Rainbow, Dundas Street Employment Lawyers, outlines the main principles of the Act and the consequences of
18 Health, Safety & Wellbeing
Dead or alive: Schrödinger’s employees? – Chris Stanley explores how the right approach to wellbeing can reveal the true state of workplace wellbeing
20 Research Update
Inclusive HR career strategies for Samoans and Pacific people – Betty Ofe-Grant challenges HR professionals to move beyond token gestures to build culturally grounded career development pathways where all employees can thrive
22 Immigration Law Update Spring cleaning! –
Rachael Mason, Lane Neave, reminds us to get our “house in order” regarding immigration compliance 24 PD Spotlight
Are you future fit? –
Melissa Crawford explains why the HRNZ Future Fit HR Masterclass is a must for HR professionals right now
48 Dear Human Resources...
Aidan Stoate, from Inspire Group, shares his heartwarming insights into being a people leader
Check out our banners and footers!
Our articles are all tagged with the levels (see above), from our new Capability Framework, The Path
For more information, check out our website.
GETTING AHEAD OF THE CURVE: GETTING AHEAD OF THE CURVE: GETTING AHEAD OF THE CURVE:
HR ENABLING NEW OPPORTUNITIES
HR ENABLING NEW OPPORTUNITIES
HR ENABLING NEW OPPORTUNITIES
Where Aotearoa’s HR leaders shape what’s next. Dive into real-
Where Aotearoa’s HR leaders shape what’s next. Dive into real-
Where Aotearoa’s HR leaders shape what’s next. Dive into realworld AI, age-diverse talent, and Māori-led leadership. Bold world AI, age-diverse talent, and Māori-led leadership. Bold world AI, age-diverse talent, and Māori-led leadership. Bold speakers, sharp insights, and a focus on what works — where HR speakers, sharp insights, and a focus on what works where HR speakers, sharp insights, and a focus on what works — where HR leads growth, innovation, and purpose-driven change to stay leads growth, innovation, and purpose-driven change to stay leads growth, innovation, and purpose-driven change to stay ahead of the curve. ahead of the curve. ahead of the curve.
FRIDAY 14 NOVEMBER, FRIDAY 14 NOVEMBER, FRIDAY 14 NOVEMBER, 8:00AM - 5:00PM 8:00AM - 5:00PM 8:00AM - 5:00PM
HRNZ LAUNCHES VIRTUAL HEALTH AND SAFETY NETWORK
HRNZ has launched a virtual national network designed specifically for HR professionals navigating the intersection between people, performance and workplace safety. The network focuses on building confidence around legislative obligations, practical, HR-relevant health and safety approaches, peer connection and knowledge sharing.
HRNZ is also looking for volunteers to join a small committee to help shape the network, organise events and contribute ideas. If you’re interested, please contact branchevents@ hrnz.org.nz.
This network comes about following a member survey that highlighted 67 per cent of respondents felt only somewhat confident in their knowledge of legislative health and safety obligations.
You can read more about the survey results and why this matters here: Workplace Health and Safety Article.
In line with the Incorporated Societies Act 2022 (which replaces the Incorporated Societies Act 1908), HRNZ is re-registering its constitution before the April 2026 deadline. Members approved the Constitution at the annual general meeting held on 22 August 2025.
As a result of these legislative changes, the HRNZ Board has reviewed its constitution as
a whole and, in particular, its networking channels. As a result, the Constitution now includes three networking channels: Regional Networks, Special Interest Networks and Regional Ambassadors.
To find out more about these networks and learn what this change means for HRNZ members, read the full article on p 28. The Constitution is available to read here.
AOTEAROA HR LAUNCHPAD BUILDS NEXT GENERATION OF HR PROFESSIONALS
Partnership between HRNZ, the University of Otago and Talent Solutions sees 20 HR students tackle real workplace challenges.
The inaugural Aotearoa HR Launchpad has successfully concluded with impressive outcomes from its first cohort of 20 students. This collaborative initiative marks a significant step forward in growing the talent pipeline of HR professionals in Aotearoa, one of HRNZ’s main strategic themes.
Students partnered directly with employers to address real-life HR challenges, researching complex issues and developing innovative solutions. Their presentations, presented on 7 August 2025, covered topics including AI
impact assessments, tikanga allowance schemes and disability frameworks, with outstanding feedback from employers. This initiative shows how collaboration between professional organisations and tertiary institutions is helping to develop future HR talent.
The virtual internship programme introduced students to The Path, HRNZ’s capability framework, while providing valuable handson experience. Paula O’Kane from the University of Otago’s Department of Management, alongside Fiona Edgar and Aron Chantelau, have been instrumental in the programme’s success. It is hoped the programme will be extended to other universities and involve more employers in future years.
The Gender at Work community has recently updated its GenderTick accreditation programme, Aotearoa New Zealand’s only workplace accreditation dedicated solely to gender equity.
The update aims to reflect evolving expectations around what gender equity should look like in the workplace. It introduces new dimensions such as a focus on the role of men, partners and allies in achieving gender equity, addressing gender-based violence in workplace settings and inclusive recruitment and career development practices.
Elizabeth Maddison, Manager – Gender at Work, says the changes are designed to help organisations go beyond tickbox compliance, and instead embed sustainable and inclusive practices that improve retention, wellbeing and workplace culture for everyone.
For more information on the changes, go here.
HRNZ’s Human Resources magazine has been nominated as a finalist for the Designers Institute of New Zealand’s Best Awards, in the business communication category.
Following the redesign and modernising of Human Resources magazine in 2023 to align with HRNZ’s first-of-itskind capability framework, The Path, the magazine has been recognised as a finalist at the these prestigious design awards.
Thanks to the team who carried out the redesign and to HRNZ members who contributed to this magazine
rejuvenation. “This collaborative approach has resulted in more than a magazine refresh,” says Nikita Barends, Senior Communications Advisor at HRNZ. “It’s a reimagining of how HR professionals interact with digital content and their professional development.”
Winners will be announced at the Best Awards evening on 10 October 2025. Congratulations to all the other impressive finalists in this category.
TAKE A BREAK –READ AND LISTEN
Ready for a mini break from your desk? This podcast provides valuable guidance to help you in your HR role.
PODCAST: Fearlessly Human
Fearlessly Human focuses on what happens when people collide, connect and sometimes combust at work. Each multi-episode season delves into a specific topic (eg, season one is called Cracking Conflict and focuses on navigating conflict). Each short episode unpacks not only the psychology behind the subject but also the team and relationship dynamics that influence how we interact with one another. Practical tools are also given to help navigate the complex issues that come with being human. Both hosts bring their expertise in psychology and workplace culture to break down the topic for listeners, offering valuable insights and sharing their lived experiences. As the co-hosts say, “We don’t leave our humanity at the door, no matter how sharp the suit or shiny the strategy.”
The co-hosts are Kavita Khanna, with over two decades of experience in leadership, strategy, HR and organisational development in Aotearoa New Zealand, and Dr Vickie Dalton, a clinical and forensic psychologist from the United States. Together, they bring a 360-degree lens to different topics, from within the human psyche to within the organisational system. Listen here.
40 40years, stories
In 1985, the Institute of Personnel Management was formed. In 1995, the organisation was renamed the Human Resources Institute of New Zealand. In 2025, HRNZ celebrates its 40 years of people-powered success. In each issue of Human Resources magazine this year, we share 10 remarkable stories from past and present members, charting our four decades of the HR profession.
WHO ARE YOUR UNSUNG HEROES OF HRNZ?
HRNZ has been instrumental in helping me find my way in HR as an immigrant to Aotearoa. Through events, branch membership and mentoring, I’ve built invaluable connections, ranging from the excitement of winning an HRNZ Award to the depth of meaningful one-on-one conversations. While I’ve only known HRNZ for 6 of its 40 years, I’ve seen its impact firsthand. My unsung hero is current CEO Nick McKissack, whose leadership has been quietly transformative. With initiatives like the Leaders Network emerging, HRNZ is poised for an even brighter future.
CMHRNZ, CEO Cycle Journeys
WHAT’S YOUR BEST MEMORY OF HRNZ?
Before HRNZ was HRNZ, it was called HRINZ (Human Resources Institute of New Zealand). And before HRINZ, it was called IPM (Institute of Personnel Management). Back in 1996, HR legend Richard Rudman asked me to present at the IPM annual conference in the now-demolished Park Royal Hotel in Christchurch. Richard, knowing something of my adventure sport background and my work in outdoor education, asked me to talk about risk-taking. I duly came along and met this amazing group of inspiring people. They were passionate about their profession and making a difference to the world of work. It became a turning point for me, and I became determined to pursue a career in human resources and people development.
CMHRNZ, Advisory Lead, HR, The University of Auckland
WHAT’S YOUR BEST MEMORY OF HRNZ?
My best memory of HRNZ is participating in the inaugural cohort of the Transforming HRM in Aotearoa programme in 2021. It was inspiring to connect with passionate HR professionals from across the motu, embracing culturally responsive HR practice to advance inclusive, people-first leadership. That experience exemplified how HRNZ can lead our profession into the future: championing courageous conversations, embracing bicultural practice and equipping HR leaders to create workplaces where everyone feels seen, valued and empowered to thrive. I’m grateful to be part of a profession and organisation dedicated to this ongoing transformation.
CMHRNZ, HR Professional
WHAT’S YOUR BEST MEMORY OF HRNZ?
It is a lonely situation as a sole HR practitioner in an organisation. This fact was a catalyst for the establishment of a new HRNZ branch in the Bay of Plenty (BOP) in the early 2000s. The then HRNZ national executive was very supportive of the efforts of a few of us professionals (including myself) to set up this fledgling branch.
The establishment of the BOP Branch has ensured the growth of a network of practitioners across BOP, providing all, and particularly sole HR practitioners, with the opportunity to grow professionally through the support of their local HRNZ members. Historically, HR practitioners had to travel to Hamilton (a 1-hour 20-minute journey) for branch professional development activities and networking with fellow practitioners.
DistFHRNZ, Senior Advisor Strategy & HR Projects, University of Otago
25
CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
In 1722, Voltaire apologised to a meeting of the Royal Society that he had not had time to write a shorter paper. I feel the same way about all that has happened since 1998, when I served on a working group to rebrand the IPMNZ to what was to become HRINZ and then HRNZ. But on to 2065. The future is not what it used to be, and our experience is only useful to the extent that the future is like the past. I have more questions than answers. Our legacy of leading change will be essential in navigating logarithmic change in the human–machine interface. Managing people and capability will mean a human–AI partnership of hyper-personalised employee experience, decentralised workforces, and so much more…
HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
Context matters. Design for it. Our power lies in membership volunteering. When we volunteer, it is important to learn and know about the past in order to contribute to future progress. Avoid assuming an idea is new. Chances are it’s not. Keep connected with people who can tell you what’s been before so you can build to what is better now. Stay curious about what’s similar and different ‘now and next’. Then strive for progress over mere recycling of ideas and progress over perfection, so we continue to add future-focused value to members and workplace people practices in Aotearoa.
WHAT’S YOUR BEST MEMORY OF HRNZ?
Ivividly remember walking into the HRNZ Awards Dinner in Wellington in 2007. I’d been in Aotearoa for almost a year, having worked only five or six months, and I hardly knew anyone in HR here. The HRNZ event was so warm and welcoming! I met and connected with some wonderful people, taken under the wing of MC Pinky Agnew on arrival and sitting next to the legend that is Rowan Tonkin for dinner. It made me realise the huge value of attending HRNZ events, and the importance of extending a warm welcome to new people. HRNZ helped me orient myself in New Zealand, then build an incredible network of mentors, colleagues and friends. Thank you.
CFHRNZ, Chief People & Organisational Performance Officer, Alpine Energy
WHAT SIGNIFICANT MOMENTS DO YOU THINK HAVE SHAPED HRNZ?
One of the most defining moments in HRNZ’s journey has been the development of The Path, our capability framework. It has supported the elevation of the perception of the HR profession by clearly articulating the core capabilities, impact and value HR practitioners bring to organisations. The Path provides a meaningful benchmark for professional growth and has been instrumental in strengthening the credibility of HR as a strategic discipline within Aotearoa. It was a privilege to contribute to its development and to continue supporting its application as a Chartered Membership assessor, helping shape the future of our profession through recognition and capability.
DistFHRNZ, Director, Julia Stones & Associates Ltd
CFHRNZ, retired lecturer & IO psych consultant
30 29
HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
By continuing to be the expert and credible voice of the HR profession both in New Zealand and across the world as the trusted advisor to government and organisations about optimum people practices, which adds unquestioned value at an individual and enterprise level and results in a positive contribution to the New Zealand economy overall.
HRNZ members will reflect that level of HR expertise through Chartered Membership of HRNZ, which becomes the true hallmark of professional excellence, respected globally for its drive for ongoing improvement, commercial effectiveness and innovative thinking.
Membership of HRNZ will continue to add real value and meaning for HR professionals at all stages of their career as it creates a vibrant and engaged community where the pursuit of professional excellence is recognised and rewarded through people-powered success.
HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
HR in New Zealand has evolved hugely over the past 40 years, and HRNZ has played a pivotal role in the professionalism of HR practitioners. When I arrived from the United Kingdom as an accredited member of the Chartered Institute of Personnel and Development and a career writing HR policy, workforce planning and analytics, and HR development, senior HR roles here were male-dominated and focused on employee relations. General HR was concerned with administration and resourcing, which lacked structure and standardisation. In 1992, I joined a group of volunteers to write the HR competencies, chartering processes and a plethora of instruction guides. I totally rewrote the ‘HR Foundation’ course to replace the “death by PowerPoint” version and last updated it in 2021. HRNZ continues to provide learning opportunities to develop HR knowledge, skills and attributes and empower practitioners to use the tools of technology. We also need to develop strategic thinking and be confident with economics and finance to build on HR competency.
Human Resources
magazine caught up with Clint Brickhill (Chartered Member) and Ketki (Ki)
Acharya (Accredited Member) to discuss their paths to HRNZ accreditation and their thoughts on the role of HR in Aotearoa today.
What have been your career highlights to date?
I have built a dynamic HR career in New Zealand and abroad, gaining international experience that has broadened my strategic perspective and cultural agility. I’ve led high-performing teams through complex change, delivering people strategies that drive organisational performance and foster continuous improvement. My progression into an executive leadership role reflects a commitment to impactful, values-driven HR, where I’ve influenced major workforce transformation and partnered at the highest levels to align people, culture and strategy. What inspires and motivates you in your career and why?
I’m motivated by the opportunity to shape environments where people can thrive and do meaningful work. I’m driven by the impact that great leadership, a clear purpose and
an inclusive culture can have, not just on individuals, but on entire organisations and the communities they serve. I find purpose in navigating complex challenges, supporting others through change and creating people strategies that unlock potential and performance. Being part of the moments where people grow and teams succeed is what keeps me motivated. What do you see as the challenges facing the industry and the HR profession?
One of the main challenges facing our profession is navigating the growing complexity of workforce expectations in a rapidly changing world of work. The shift toward more flexible, purpose-driven and wellbeingfocused work environments requires us to rethink traditional people practices while still ensuring operational performance and accountability. Additionally, attracting and retaining talent in a competitive market, particularly in the public sector, continues to be a pressure point. How has HRNZ membership helped your career?
Becoming a Chartered Member of HRNZ has been a significant milestone in my career. It provided formal recognition of my capability, experience and strategic impact in the HR profession. It has strengthened my professional credibility and positioned me as a trusted people leader.
Importantly, it has also connected me to a network of like-minded professionals who are committed to lifting the standard and influence of HR.
Please describe your journey towards becoming a Chartered Member. How was the experience?
It was driven by a genuine passion for the HR profession and a commitment to continuous growth and contribution at a strategic level. The process gave me the space to pause and reflect on the impact I’ve had across teams and organisations. It was challenging in all the right ways, pushing me to articulate not just what I’ve done, but how I’ve led with purpose, integrity and influence. What stood out most was the opportunity to validate my experience through a professional lens, aligning it with national standards and connecting it back to the values that have guided my career.
What have been your career highlights to date?
I’m most energised by the variety and impact that comes with working as a consultant. Every business has its own unique context, and I enjoy diving into different environments, understanding their people challenges, and co-creating solutions that are both practical and sustainable. The ability to work closely with business owners or managers – often at pivotal moments –means I can see the real-world impact of my advice, which is incredibly fulfilling.
I love the fast-paced nature of consulting, the opportunity to keep learning, and the trust that clients place in me to support their people strategies.
What inspires and motivates you in your career and why?
I realised early on that I wanted to be in a people-facing role. Meeting individuals from different walks of life – whether in an in-house HR capacity or as a consultant – continues to fascinate me. I enjoy learning about the challenges they face and helping craft practical, people-focused solutions. The critical thinking aspect of HR, especially when paired with empathy, is what keeps me engaged. Every situation is different, and I thrive on working collaboratively to make workplaces healthier and more human.
What do you see as the challenges facing the industry and the HR profession?
One of the biggest challenges HR professionals in New Zealand are facing is navigating the increasing complexity of employee expectations around flexibility, wellbeing and equity, while also responding to organisational pressures, such as budget constraints and ongoing change. There’s a real need to balance strategic goals with human needs, which often requires HR to be both advocate and realist at once. In smaller businesses, especially, HR can sometimes feel quite isolated, which makes networks like HRNZ even more valuable.
How has HRNZ membership helped your career?
HRNZ has been an incredible platform for networking, learning and development. Being part of the Canterbury Branch has given me access to events, mentorship and reallife insights that have shaped the way I approach my work. The community is generous and supportive, and I’ve met many people who’ve challenged and inspired me professionally.
Please describe your journey towards becoming an Accredited Member. How was the experience?
The accreditation process was reflective and empowering. It pushed me to think critically about my experiences and how they aligned with HRNZ’s
competencies. It also helped validate my progression in the profession and gave me the confidence to take on more strategic responsibilities. I’d definitely encourage others to consider it; it’s not just a title, but a meaningful milestone in your career journey.
Jack Rainbow, Associate at Dundas Street Employment Lawyers, outlines the main principles of the Privacy Act 2020, consequences of non-compliance and potential upcoming changes.
The Privacy Act 2020 is New Zealand’s governing legislation in respect of how personal information is collected, used, stored and disclosed by both public and private sector agencies. It establishes clear rules to protect individuals’ privacy rights and provides a legal framework to ensure accountability in the handling of personal data.
The Privacy Act applies to agencies, businesses, government departments, schools, health providers, and other organisations, whether large or small, that collect and hold personal information. Importantly, the Act does not apply to individuals acting in their personal capacity.
Employers are covered under the Act regarding the personal
information they hold about their current employees, as well as job applicants. This means information collected during recruitment processes is subject to the same obligations and protections as information held about existing staff. The Act contains 13 Information Privacy Principles, or IPPs. Some of the main tenets of those principles are set out below.
When collecting personal information, agencies must ensure it is gathered for a lawful purpose and that the collection is necessary for that purpose. Agencies must consider why they are requesting certain information and whether it is relevant and proportionate to the purpose for which it is being collected.
When collecting personal information, ask yourself: Do I need that specific information to achieve my purpose? For example, asking prospective job candidates about marital status or sexual orientation is typically unnecessary.
Wherever practicable, agencies must collect personal information directly from the individual concerned, rather than from third parties, unless one of the Act’s exceptions applies. When collecting this information, agencies must also inform individuals about the reasons for collection, how the information will be used, and with whom it may be shared. This is a core requirement of Privacy Principle 3.
The Act also requires that personal information only be used or disclosed for the purpose for which it was originally collected (unless another exception applies). Agencies cannot use information obtained or collected for one reason for another entirely unrelated purpose.
For example, contact information collected during recruitment cannot be used later for marketing campaigns or email promotions.
Agencies must take reasonable steps to protect personal information from loss, unauthorised access or disclosure, or misuse. This includes both physical and digital safeguards, such as secure filing systems, encrypted databases and access controls.
Under the Privacy Act, individuals have the right to request access to their personal information. Agencies must respond to such requests within 20 working days, either by agreeing to provide the information, explaining why it cannot be disclosed or notifying the requirement for an extension to that deadline.
If the request is large or complex, agencies can notify the individual of an extended timeframe, provided notification is done within the initial 20-day period. In some extreme instances, they can be declined. Agencies should keep clear procedures for handling access requests.
Where a request for personal information has been made, there are only specific grounds on which an organisation can rely on to refuse to provide access to that information.
Those grounds include where:
• the provision of information would likely prevent or hinder the detection or investigation of offences and/or prejudice law enforcement investigations
• the information requested is protected by legal professional privilege
• the provision of information would involve the unwarranted disclosure of personal information about another person
• the information does not exist or, despite reasonable efforts, cannot be found.
The presumption is that access to personal information will be provided where possible. When declining, consider the following.
• Can I provide partial access by redacting documents or providing a summary?
• Can I provide supervised access rather than copies?
• Can I provide the information in batches?
If access is refused, the agency must inform the requester of the reasons and advise them of their right to complain to the Privacy Commissioner.
If an agency experiences a privacy breach that it is reasonable to believe has caused, or is likely to cause, serious harm, it must notify both the Privacy Commissioner and the affected individuals as soon as practicable.
Failure to notify the Commissioner is an offence, even if the agency has taken steps to contain or remedy the breach. Limited exceptions exist to notifying individuals, for example, where the individual is under 16 and notification may be contrary to their interests, or where a health practitioner advises against it for health reasons.
Where there is an alleged breach of the Privacy Act, an individual may make a complaint to the Privacy Commission, which can investigate and make recommendations in an attempt to resolve the matter informally. If the matter is not resolved, it may proceed to the Human Rights Review Tribunal, which can award damages for humiliation, loss of dignity and injury to feelings.
The Government is proposing several minor changes to the Privacy Act. The main change would require an agency to notify an individual, as soon as reasonably practicable, where they collect information from anyone other than that person. This includes notification of the purpose of the collection, the name and address of the agency collecting the information, and the rights to access and correct the information. Some exceptions exist to this new requirement, specifically where the individual has been made aware previously of the relevant matters.
Jack Rainbow, Te Arawa (Tapuika), Ngāti Tūwharetoa, is an Associate at Dundas Street Employment Lawyers. Jack has strong experience in industrial relations, dispute resolution and providing highlevel, strategic advice. He partners closely with his clients, providing advice and assistance from start to finish on a range of complex matters.
Chris Stanley, Registered Psychologist at Miller + Co, argues that employee wellbeing exists in a paradox, both thriving and struggling until measured. Here, Chris explores how the right approach can reveal the actual state of workplace wellbeing and drive meaningful change.
You’ve likely heard of the ‘Great Resignation’ that occurred following the COVID-19 pandemic, where workers around the world were searching for a different job due to dissatisfaction with their current role. HRNZ’s Member Survey (2021) showed workforce recruitment and retention as the ‘standout’ issue HR professionals were facing.
“ Employees no longer have the financial means to up and leave their current job for something different, and so, find themselves ‘stuck’.
At the time, there was increased EAP usage, burnout and stress management training, and flexible work policies, among other initiatives being rolled out. With increased focus on employee wellbeing, one
would expect a shift regarding employee dissatisfaction.
Fast forward to 2025, and we have transitioned to what Gallup has termed the ‘Great Detachment ’. The difference between the Great Resignation and the Great Detachment is simply that employees no longer have the financial means to up and leave their current job for something different, and so, find themselves ‘stuck’. This sense of constraint is associated with low productivity, low engagement and low interest in daily tasks.
A question for leaders is, how can your organisation push back against the Great Detachment? Erwin Schrödinger developed a thought experiment in 1935 commonly referred to as Schrödinger’s Cat, which goes like this: Imagine a cat is placed
in a box with a device that has a 50 per cent chance of killing the cat (to be clear, this was not a real experiment, and no cats were harmed in the making of it!). The theory suggests that, before the box is opened, the cat is existing in two states simultaneously: both dead and alive. We only find out the fate of the cat by opening the box.
“ We don’t know the state of something until it is observed.
While this may seem like a rather absurd example (Schrödinger himself thought as much), it highlights a rather important point: we don’t know the state of something until it is observed. So, for those leaders navigating the Great Detachment, how can you evaluate the detachment of your employees? How can you tell if the employee is either present but detached or present and engaged?
Several reasons exist for why engagement and wellbeing surveys have difficulty in answering this question. These include a lack of anonymity, a focus on ‘surface’ metrics rather than a deeper understanding of underlying drivers, and, in many cases, a lack of actionable next steps, or the ability to measure change resulting from action taken. Survey data, such as engagement and burnout rates, tend to capture the symptoms but not necessarily the cause. Research on human flourishing and intrinsic motivation shows that when four core areas are supported at work, employees are provided with the conditions to flourish, and the organisation as a whole benefits. These core areas are outlined below.
Employees are given greater choice and control in their work (not free rein), including having a voice in decisionmaking, degrees of flexibility, and the capacity to have a meaningful impact. For an organisation, autonomy fosters a climate of creativity and innovation and builds long-term employee engagement.
This is where employees feel skilled, capable and effective in their work. When workplaces support employees in developing competence, they promote an environment focused on growth, performance and mastery.
Human beings have historically relied on each other for survival. We are made to be part of a group and function best when we have strong relationships with others. When employees have an increased sense of connection with others, motivation and wellbeing flourish. Organisations that provide the necessary conditions to build connection can expect higher retention rates, improved morale and greater employee loyalty.
Work can provide people with a sense of meaning and purpose. This is evident in the profound impact that redundancy and unemployment can have, not just financially, but also on a person’s identity and self-worth. Meaning derived from work extends beyond the individual; it creates a ripple effect, influencing personal wellbeing, relationships, and even the broader community and society.
When organisations are able to foster these four core areas of thriving, evidence shows an increase in employee wellbeing, job satisfaction, job performance, decreased burnout, higher engagement and reduced turnover intentions.
In my work at Miller + Co, we focus on identifying areas of concern in these four crucial domains, and this insight directs our intervention, to help employees thrive rather than detach. With current economic constraints, leaders in HR are being asked to do more with less. It would be helpful then, to know what to look for, how it can be best measured, and how to intervene using available resources.
To answer the question of what state the cat is in (or rather, the employee), we need the right tools that enable us to look inside the box.
Chris Stanley is a co-founder of Miller + Co, a boutique consultancy specialising in research-driven insights to foster meaningful change in organisations. As registered psychologists in New Zealand, Miller + Co bring extensive experience working with companies and government organisations, helping leaders make informed, evidencebased decisions that enhance workplace culture and performance.
Betty Ofe-Grant challenges HR professionals to move beyond token gestures to build culturally grounded career development pathways where all employees can thrive.
Despite decades of diversity rhetoric, Pacific employees in Aotearoa New Zealand continue to be underrepresented in leadership roles and overrepresented in low-paid, low-skilled roles. In addition, it is widely accepted that diverse and inclusive organisations are more innovative, creative and profitable, reflecting the world we live in. Unsurprisingly, HR has a pivotal responsibility to develop and harness the potential of their employees for success. Yet not everyone believes that this is currently happening.
Recent Aotearoa statistics on labour force participation confirm an ongoing trend of Samoans, and Pacific peoples in general, that they are overrepresented in lowskilled and low-paid jobs as
labourers, manufacturers and cleaners, and are less likely to hold managerial positions. Recent research on the Pacific Pay Gap strengthens this disparity, with Pacific peoples earning significantly less than Pākehā (New Zealand European) men and women.
With future projections indicating that Pacific peoples will make up almost a third of the labour force, HR must implement effective strategies for managing a diverse and multicultural workforce. These strategies should promote inclusivity, cultural understanding and the successful development of their employees. So, how do we create inclusive career strategies that will support the careers of Samoans and Pacific peoples?
This article shares our research results on essential HR strategies that enhance career opportunities. Once you learn what they are, you can start implementing them today to help your company become more inclusive and proactive in supporting the careers and development of Pacific peoples.
HR and leaders should prioritise developing cross-cultural competency. This can be achieved through diversity training programmes that emphasise different cultural norms, sensitivities and communication styles, reflecting the diverse makeup of the Aotearoa labour force. For example, our research shows that Samoans and New Zealand Europeans communicate differently. Samoans tend to avoid eye contact, preferring to look down and remain silent during conversations in keeping with the Samoan cultural value of fa’aaloalo (respect). In contrast, New Zealand Europeans prioritise eye contact, valuing words, expressions and the emotional nuances of conversations for solidarity, information sharing and agreement. These communication differences can lead to missed career opportunities, misunderstandings and cross-cultural conflicts.
“ For me, it was having an interview, and I have the utmost respect for him by looking down, and that still happens today. How do you overcome that?
By investing in cross-cultural competency, your company can enhance managers’ and employees’ abilities to navigate cultural differences, reduce misunderstandings, address unconscious biases, and enhance stronger engagement in developing all employees toward successful senior careers.
PROGRAMMES AND SUPPORT
There is overwhelming evidence supporting the benefits of mentorship for ethnic minorities, Indigenous peoples, young people and women. Effective mentorship involves positive encouragement, a commitment to developing others, evaluating viable and realistic options for overcoming challenges, and making strategic connections with other networks and individuals. Having a mentor is akin to having a knowledgeable and well-connected ally supporting your career journey. However, some opinions vary on the use of same-race versus cross-race mentors due to the different perspectives and experiences that ethnicity can present. Our research shows that Samoans are accustomed to having both Samoan (or Pacific) and non-Samoan mentors, with a preference for New Zealand European mentors, who are perceived as more constructive, supportive, influential and strategic for advancing to senior careers.
By encouraging, implementing and supporting mentorship programmes, your organisation can provide essential support systems that facilitate career advancement.
“
I’ve had some fantastic, superb mentors who are not Pacific but have been open to learning my worldview and can see that I bring value into their context.
PROVIDE PROFESSIONAL DEVELOPMENT AND TRAINING OPPORTUNITIES TO ALL EMPLOYEES
While all organisations aim to be inclusive and embrace diversity, our research shows this is not always the case. We found that many New Zealand companies offer senior management professional development and training opportunities, often excluding low- to mid-level employees, a demographic that
primarily includes Samoans and Pacific peoples.
Look at the data of those who have completed your company’s professional development and training courses. Are they all from the same demographic group and at the same employment level? If so, then your HR processes may not be as inclusive as you would like them to be.
Hidden biases and agendas can block your company’s diversity and inclusion efforts, stifling authentic growth and transformation. The key to having happy, confident and engaged employees is to motivate them to take charge of their careers by providing opportunities to pursue professional development. Organisations that fail to prioritise professional development run the risk of losing talented and diverse employees to other organisations that invest in their employees.
These inclusive career development strategies are a win-win for both HR and Pacific peoples, who will feel supported and nurtured as they continue to develop new skills that bolster their confidence. This leads to higher overall job satisfaction, improved performance, productivity and morale. So, with these valuable insights in mind, I encourage you to act now!
Dr Maulupeivao Betty Ofe-Grant is a senior lecturer at Auckland University of Technology, specialising in workplace equity, diversity management, career development, and Pacific peoples and work. She is a multi-awardwinning researcher and a former Vice President of the National Council of Women New Zealand. Her work focuses on dismantling systemic barriers to professional advancement and promoting inclusive HR strategies that reflect the realities of Aotearoa New Zealand’s diverse workforce.
As spring is upon us, Rachael Mason, Partner at Lane Neave, reminds us to get our “house in order” with regard to immigration compliance.
Immigration compliance continues to be an area of focus for Immigration New Zealand (INZ).
INZ aims to conduct postaccreditation checks on around 16 per cent of employers per year. These checks are a routine part of the accreditation regime and are designed to ensure employers are complying with their responsibilities under immigration and employment laws and business standards. Employers are selected for these checks through a combination of random selection, targeted checks on a sample of all accredited employer types, all controlling third-party business models and businesses that have been referred via a complaint or issue raised. As at June 2025, INZ had undertaken 6,554 post-accreditation checks on 4,598 employers.
In addition to post-accreditation checking, INZ will also hold employers to account for immigration violations, including employing people in breach of visa conditions or who are unlawfully in New Zealand. A new infringement regime was introduced in April 2024, allowing INZ to issue a range of penalties to employers for immigration compliance breaches on a strict liability basis. Penalties include: issue of infringement notices, fines (starting at $1,000 for an individual and $3,000 for a company or corporate entity) and being placed on the standdown list (meaning employers will be unable to support visa applications during the time they are stood down).
The top three industries to receive infringements are construction, hospitality and the beauty industry. During the first 12 months of the scheme, INZ had issued 121 infringement notices to 118 employers, leading to fines of $363,000. At the time of writing, 902 employers have had their accreditation revoked, and 298 have had their accreditation suspended.
“ During the first 12 months of the scheme, INZ had issued 121 infringement notices to 118 employers, leading to fines of $363,000.
To avoid the risk of suspension, revocation or infringement action, employers should proactively review and strengthen their internal systems and processes to ensure full compliance with immigration and employment obligations. This includes having a solid understanding of how the visa system works, being clear on employer responsibilities under the Accredited Employer Work Visa (AEWV) scheme, and ensuring that employees are working in line with their visa conditions. Maintaining accurate documentation, robust record-keeping and conducting regular internal audits can
significantly reduce the risk of non-compliance. If selected for a post-accreditation check or investigation, being well-prepared can help employers navigate the process smoothly and successfully.
It’s not all bad news. On the plus side, we have seen a steady improvement in the processing timeframes from INZ for AEWV applications.
Job checks relating to higherskilled and higher-paid roles continue to be processed the fastest, with many completed within one week. Job checks for lower-skilled and lowerpaid roles are generally completed within two weeks.
AEWV (migrant check) applications are taking a little longer, but timeframes are still considerably improved from this time last year. The average wait time is currently around two and a half weeks, but lowerskilled and lower-paid roles are more likely to take up to five weeks to be processed.
As has always been the case, an application will flow through the system fastest when it is well-prepared and is ‘decision-ready’. Ensuring your employee’s application is complete with all relevant supporting documents and information remains a priority.
We advise making applications well in advance of a migrant worker’s visa expiry date (usually three to four months out) to avoid unnecessary stress and uncertainty in relation to continued work rights while a visa is still processing and other issues. Applications that involve complex health, character or other issues can often take a lot longer to process, so additional time needs to be allowed in these instances.
Employers should also anticipate slower processing leading into the summer Christmas and New Year break, as well as during January, and plan accordingly.
“ INZ aims to conduct postaccreditation checks on around 16 per cent of employers per year.
Rachael Mason is qualified in New Zealand, England and Wales, and has practised exclusively in the area of immigration law for several years. Rachael is a facilitator for HRNZ PD courses, virtual courses and webinars. She works with both multi-national corporate clients and smaller local employers across a range of industry sectors in managing their global and local migrant workforces and developing and maintaining compliance and legal right-to-work policies. Rachael is focused on providing high-quality technical immigration advice that is both pragmatic and commercial. Go to hrnz.org.nz/pd to see upcoming courses.
Melissa Crawford, Director of Tech with Heart, explains why the HRNZ Future Fit HR masterclass is a must for HR professionals right now.
In a world that’s shifting faster than a viral TikTok trend, the role of HR is no longer about keeping up; it’s about staying ahead. As organisations grapple with rapid technological advancements, shifting workforce expectations and seismic societal changes, HR professionals are finding themselves at the very centre of transformation.
So, the question is: Are you and your team future fit?
This is exactly the question I have been helping HR leaders answer in my popular Future Fit HR masterclass. The final opportunity to take part in this two-day experience will be held in Auckland on 9–10 September 2025. If you’re serious about the future of your people strategy, this is the one to prioritise.
WHAT MAKES THIS MASTERCLASS SO DIFFERENT?
This masterclass is immersive, energising and designed to stretch your thinking in all the best ways.
I bring my unique background at the intersection of human psychology, strategic foresight and emerging technology. My signature style? Blending big ideas while keeping things real, relevant and a little bit fun.
Participants can expect to:
• explore disruptive trends reshaping the world of work, from AI and robotics to demographic and behavioural science
• build capability in strategic foresight and future thinking, tools once reserved for senior strategists but now critical for modern HR professionals
• reflect deeply on your mindset, approach, and the skills and knowledge needed to thrive in an unpredictable world.
WHY IT MATTERS MORE THAN EVER
The pace of change is no longer linear; it’s exponential. AI tools are already streamlining tasks once thought untouchable, employees are demanding more meaningful work experiences, and traditional roles are morphing before our eyes. Meanwhile, burnout, resistance to change, and digital fatigue are real threats to business performance.
HR can no longer be a support function on the sidelines. The teams that will lead in 2026 and beyond are those asking bold questions now, like:
• How do we design organisations that are adaptive by default?
• How do we balance optimisation of labour with human-centred cultures?
• How can we prepare our people for jobs that don’t exist yet?
• What new capabilities and leadership will be required?
• What are the future shifts we need to start planning for today?
• How will our processes, technologies and policies need to evolve?
“ AI tools are already streamlining tasks once thought untouchable, employees are demanding more meaningful work experiences, and traditional roles are morphing before our eyes.
This masterclass challenges you to explore these questions in the face of future signals and the potential impacts they may have on your workforce.
“ HR can no longer be a support function on the sidelines. The teams that will lead in 2026 and beyond are those asking bold questions now.
While the course is called Future Fit HR, the insights go far beyond the HR department. This experience is ideal for:
• HR leaders looking to bring future thinking into their team’s strategy
• organisational development professionals seeking innovative approaches
• talent, L&D, and change managers wanting to enhance their impact
• curious minds who believe in leading with the heart and data
• people ready to take their development to the next level and shift to a proactive approach for themselves, their teams and their organisation.
Whether you’re part of a large enterprise, a government agency, or a growing organisation ready to evolve, this course is tailored to help you lead the future, not follow it.
WHAT PAST ATTENDEES ARE SAYING
Here’s what participants have shared after attending recent sessions.
“ Not only was Melissa an incredibly knowledgeable and attentive speaker and group facilitator, but also she managed to keep us all engaged by balancing tech and people topics with a great personal touch. First time in ages that genuine out-of-the-box thinking was encouraged. One of the best workshop/seminars I attended in years, and it’s been a lot. Thank you so much!”
“ Don’t change anything! Melissa was a fantastic facilitator, has huge knowledge and she kept us all engaged for two straight days.”
“ The presenter Melissa was absolutely excellent – best course I have been to in years.”
“ Melissa was an incredible facilitator – she is incredibly knowledgeable and engaging.”
“ Brilliant opportunity to lift ourselves onto the balcony and focus on what is strategically important.”
“ Incredibly thoughtprovoking, and I now see AI in particular in a new light.”
LAST CHANCE FOR 2025
This is the final Future Fit HR masterclass for the year, and it’s expected to sell out fast. Don’t wait until 2026 to invest in futureproofing your capability.
Join me and a room full of forward-thinking peers on 9–10 September in Auckland and give yourself the tools, insights and energy to lead what’s next. Register here
Melissa Crawford is the Director of Tech with Heart and a highly regarded expert in the Future of Work, with a unique blend of skills that span both people and technology. Melissa has won several accolades and held senior HR strategy roles across some of New Zealand’s largest organisations, crossing diverse industries. With two technology degrees, Melissa brings a unique perspective and is well-equipped to understand the impact of technology on the future of work. As a director of Tech with Heart, Melissa helps companies with their future strategies, holds a number of board roles and is a sought-after global keynote speaker. Melissa is also a certified Futurist and a professional member of the Association of Professional Futurists. Her main areas of interest are future technologies, people psychology and societal shifts. techwithheart.co.nz
HRNZ is committed to promoting the highest levels of professionalism in Human Resources practice, through professional accreditation.
Benefits
• Professional accreditation demonstrates your commitment to professional, ethical practice. It positions you as a leading HR Professional. It is an ideal way to showcase professional achievements and career-long development.
• HRNZ supports HR Professionals in New Zealand to achieve recognised standards of excellence and competence in HR practice through accreditation.
• Support your HR team members to develop their capabilities and achieve a portable and nationally recognised standard of competence in HR.
Early career HR professionals - HRNZ’s new Accredited Professional Member accreditation is the ideal accreditation for you right now. It signals to employers and your colleagues that you are committed to pursuing HR as a career. For more information and how to apply, please visit hrnz.org.nz/professional-accreditation/ accredited-professional.
Experienced HR professionals - gain the recognition you deserve for your competency and professionalism with Chartered Membership accreditation. Chartered Members are champions of the HR profession in New Zealand. Download the Chartered Membership information booklet and for more information please visit hrnz.org.nz/professionalaccreditation.
Accredited Professional Members
Erin Cran
Rangiatea Graham
Auckland 09 June 2025
Wellington 26 June 2025
Vis Berry Auckland 09 July 2025
Nicky Maeda Waikato 11 July 2025
Abby Sambrooke
Annabelle Baker
Wellington 11 July 2025
Auckland 21 July 2025
Jessica Morgan Waitakto 29 July 2025
Clint Brickhill
Tania Gough
Peter Keegan
Sonia Morrison
Kirsten Whitworth
Bay of Plenty 11 June 2025
Wellington 04 July 2025
Canterbury 07 July 2025
Southland 21 July 2025
Queenstown 28 July 2025
LesleyAnn Thomas Waikato 14 August 2025
Lauren Myers Otago 19 August 1015
Shilpa Jain
Chartered Fellow
Deepika Jindal
Wellington 13 August 2025
Auckland 18 July 2025
HRNZ is in the process of changing its constitution. While not the most thrilling topic, the Constitution is important and shapes the way HRNZ works. HRNZ Project Manager Nadine Tarsa outlines what you need to know.
Did you know that the longest written constitution of any country in the world is the Constitution of India? With a huge 146,385 words, comprising 395 Articles, 8 Schedules and 22 Parts, it took nearly three years to create, from the formation of a Constitutional Assembly to the Constitution being signed and accepted. In comparison, HRNZ’s new proposed constitution only has 10,489 words. Short and sweet. And if you’re interested in how HRNZ is looking to work in the future, you should give it a read.
The word ‘constitution’ can be used in many different ways, but the best explanation for HRNZ’s constitution is a written instrument that embodies the rules of a political or social organisation.
A constitution is a legal requirement for all incorporated societies. It is essential because it outlines the society’s purpose, what it does and how it operates. It provides a framework for the society’s activities, ensuring transparency, consistency and accountability, and can help in resolving conflicts. As quoted by the New Zealand Companies Office:
“Your society can only carry out lawful activities that align with the purposes outlined in its constitution. Your officers, committee and members should always refer to this document for guidance on running your society, particularly before making any decisions.”
So it is essential that the constitution clearly reflects what HRNZ does.
In 2023 the Incorporated Societies Act 2022 replaced the Incorporated Societies Act 1908, modernising the legal, governance and accountability framework for the country’s more than 23,000 incorporated societies.
Here’s what the Act said about why it needed to change:
“The 1908 Act had become outdated, lacking clarity on governance, officers’ duties, dispute resolution and financial reporting. The 2022 Act addresses these gaps, codifies best practices, and aligns society governance with contemporary expectations.”
All existing societies must reregister under the new Act by 5 April 2026 or risk being removed from the register and losing their legal status. To re-register, every society must prepare a new constitution that complies with the 2022 Act.
HRNZ was ahead of the game with many of the legislative changes. It already complies with many updates, such as financial reporting, holding an annual general meeting, having a governing body with at least three members (thanks to our Board) and having a dedicated contact person for the Registrar of the Incorporated Societies to get in touch with. If you’re interested, a list of all the legislative changes required can be found on the Incorporated Societies website here
One of the significant legislative changes for HRNZ is the addition of a disputes resolution process, which has now been added to its constitution.
As a result of the legislative changes, the Chief Executive Nick McKissack and the HRNZ Board wanted to review HRNZ’s constitution as a whole, to better reflect the way HRNZ currently operates and modernise the way the organisation works in the future. This has involved reviewing the way we interact with each other, in particular the networking channels. As a result, the Constitution now includes three networking channels:
• Regional Networks
• Special Interest Networks
• Regional Ambassadors.
Regional Networks are like branches. These will continue to be run by the same committees, with a slight name change from
president and vice-president to chair and vice-chair. The main focus for Regional Networks will be on kanohi ki te kanohi (face-to-face) events. They will continue to provide in-person networking opportunities in the local area and promote HRNZ objectives and services.
Special Interest Networks will be created by members who have an interest in a specific area. Similar to the Regional Networks, most will be run by a special interest committee with a chair and vice-chair. A few Special Interest Networks may be run by an HRNZ employee, such as the popular Tech Channel. The main focus for Special Interest Networks will be to support knowledge sharing and networking around their particular interest. These will be nationwide, so most events will be held online.
HRNZ already has a few Special Interest Networks, such as the Academic Branch, the Tech Channel, and Rōpū. More
Special Interest Networks are already in the pipeline, so keep an eye on this area for future growth. If you have any ideas for a Special Interest Network and would like to be involved in setting one up, please contact networks@hrnz.org.nz.
Regional Ambassadors are a new concept for HRNZ. Instead of a committee, a person (called a Regional Ambassador) can be appointed in an area to represent HRNZ in kanohi ki te kanohi events. Their focus will be on enhancing local engagement, primarily through the Café Connects, and promoting HRNZ services. Regional Ambassadors may be appointed in an area where a substantial amount of HRNZ members reside, but a Regional Network is unable to reach geographically (think Gisborne in the Hawke’s Bay region or Greymouth in the Canterbury region). It could also be a great way to encourage membership and participation, potentially
leading to the establishment of a Regional Network in areas that don’t currently have an active network.
HRNZ held a webinar in March 2025 regarding the proposed changes to the Constitution. The organisation also emailed all members asking for questions or feedback, and included an item in the Quarterly Report regarding the changes to the Constitution, requesting feedback. The feedback received from members has been very positive.
The Board has officially approved the proposed new constitution. Members approved the constitution at the annual general meeting held on 22 August 2025. Now, HRNZ can re-register as an Incorporated Society under the 2022 Act.
WHAT DOES THIS MEAN FOR HRNZ MEMBERS?
Members will continue to be part of the Regional Network closest to them. All new members will be automatically assigned to a Regional Network.
Members will be able to join as many Special Interest Networks as they want. People will be able to opt in and out of these themselves.
Special Interest Networks will also allow members to tailor the events and information they receive from HRNZ to suit their individual HR needs.
If members live in an area with a Regional Ambassador, they may be invited to attend local events. Not all areas will have Regional Ambassadors; these will be appointed on a caseby-case basis.
These three different ways of networking are intended
to increase engagement, especially for in-person events, which is an integral part of what makes HRNZ a unique and successful organisation. As a member said in the webinar about changes to the Constitution, “the connections and in-person events are the value of HRNZ”.
HRNZ is now working through all the system and process changes necessary to comply with the new Constitution. Any changes will be communicated to all members.
Once completed, HRNZ will re-register before the April 2026 deadline.
Then HRNZ can get started on creating new networks that encourage information sharing, networking and collaboration, benefitting all members.
The HRNZ Constitution is available to read here.
Nadine Tarsa joined HRNZ as a project manager in November 2024 to work on implementing the changes to HRNZ’s new constitution. She has a background in service delivery, CRM improvements and governance of membership organisations.
Check out our Organisational Membership Package
• Consolidate your team’s membership into a simple, single package
• Transfer membership when staff members leave or change roles
• Discounted bulk rate
• All staff get access to the Human Resources magazine and HRNZ Member discounts for HR101 and HR Foundations courses ($200 - $400 pp.)
For more information please contact Laura Cook via Laura.Cook@hrnz.org.nz
Kavita Khanna, President of the Asia Pacific Federation of Human Resource Management (APFHRM), Board Director HRNZ, APFHRM, and the World Federation of People Management Associations, offers her connection playbook: a people professional’s guide to real influence.
“ You need to network more if you want to get ahead.
“ It’s not what you know, it’s who you know.
“ You just have to put yourself out there.
Do any of these quotes sound familiar. These are the kinds of phrases HR professionals hear all the time, sometimes from mentors, sometimes from well-meaning colleagues and sometimes bouncing around our own heads. And yet, they rarely help. If anything, they can make connection feel like a performance, a transaction, or worse: a task on your already overflowing to-do list.
Let’s be clear: we’re not here to talk about networking That verb has done enough damage. You don’t need a
badge and a bar tab to build influence. You’re already part of networks – plural. The real question is: how well do they serve you? And how do you want to show up within them?
We’ll explore how to engage more meaningfully, help with intent, influence with integrity and connect without contorting yourself.
What you’ll get from this article:
• a reframe of what connections and influence really mean for people professionals
• a practical way to assess and strengthen your own network (minus the hustle)
• tools to rediscover your power to connect on your own terms.
This is your invitation to shift your mindset, upgrade your connection toolkit and build a network that amplifies –not erodes – your voice.
Let’s skip the usual engagement statistics for a moment. Neuroscience and behavioural research offer a more interesting answer to why some connections spark influence and others fizzle out.
In a 2022 study of 870 participants, neuroscience researchers found that when central figures in a social network received oxytocin, cooperation levels increased, not just for them but across the entire network. A review of this study in 2024 concluded that, “specifically, oxytocin plays an important role in facilitating network-wide cooperation in human societies by 1) increasing individual cooperation, mitigating noncooperation motives, and facilitating the enforcement of cooperative norms; 2) fostering interpersonal bonding and synchronisation; and 3) facilitating the formation of heterogeneous network structures.”
In short: connection isn’t just relational, it’s contagious, and influence radiates from the centre outwards.
For HR professionals, this means influence is not about being the loudest voice. It’s
about fostering trust-based environments, spaces where people feel safe to align, share and act. And when you do that well? People listen, because you’ve built conditions for resonance, not just compliance. IT BEGINS WITH YOU
Before we dive into muscles, maps and mindsets, let’s take a pause.
Ask yourself the following:
• Who do you turn to when you need clarity, not just agreement?
• Whose presence lifts your thinking and whose drains it?
• Are your relationships built to exchange energy or maintain obligation?
This isn’t about extroversion, charisma or prowess in building large networks. It’s about how you show up in your existing networks and what those patterns say about your influence.
Somewhere along the way, ‘networking’ stopped meaning ‘building trust’ and started meaning ‘working the room’. We turned connection into a verb you could monetise, schedule, optimise. Worse, we taught entire generations of professionals that being visible was more important than being valuable. Blame it on the influencer economy, if you like, or on decades of career advice that said: it’s not what you know, it’s who you know, without ever explaining how to know people in a way that didn’t feel like using them. ‘Networking’ has become a tired performative dance where you engage to be seen, not to see. It trades trust for reach and burns faster than it builds. Coffee catchups framed as ‘just checking in’. LinkedIn posts engineered for reach. Tagging someone as ‘a legend’ without remembering what they actually do.
The result? Exhausted professionals. Inflated personal brands. And a growing sense that connection is a game you
play, rather than a space you hold. It’s no wonder many HR folks – natural connectors by instinct – feel cynical about the whole thing. But it doesn’t have to be this way. What actually matters most is not how many people you know. It’s how many would vouch for you in a room you’re not in.
What if influence wasn’t about volume but alignment? What if you didn’t have to network at all but, instead, tuned into the networks you’re already part of?
THE PLAYBOOK: BUILD INFLUENCE WITHOUT SELLING OUT
You don’t need a personal brand. You need a tailored plan, a playbook that works for you, the real you. Influence doesn’t come from being everywhere. It stems from being clear on who you are, what you bring, and how you show up in the networks you are already part of. A playbook isn’t a script. It’s a set of cues, patterns and principles. It helps you respond with intent when the moment to influence shows up, without overengineering it.
Having a playbook doesn’t make you fake. It makes you ready.
So what does this look like?
STEP 1: AUDIT YOUR CONNECTIONS LIKE A GROWN-UP
Build a Connection Compass. Here is how you do it. Draw a quick 2x2 grid and map your network.
TRUSTS ME The core – protect this The needy – understand your role USES ME Friendly drainers – boundary check
Energy sinkholes – redirect time spent
STEP 2: DO A QUALITY CHECK
After mapping out your Connection Compass, pause and look at the patterns.
Who’s missing? Are there voices you admire but haven’t engaged with? Perspectives that challenge yours? People outside your industry, demographic or comfort zone?
Who’s over-represented? Do all your go-to connections look like you, think like you or agree with you? If so, you might be reinforcing comfort over growth. This isn’t just about inclusion. It’s about insight. A more diverse network means:
• new lenses on old problems
• better early signals from the edge
• more resilience when disruption hits (because someone in your circle has been there before).
STEP 3: CREATE A PLAN
This is about being deliberate and creating space, but going at a pace that works for you.
• Strengthen what’s strong: Block time for the core, not because you need something, just to reinforce the thread.
• Clarify where you’re stuck: Look at the friendly drainers, the needy and the energy sinkholes. Ask yourself: “What am I avoiding in this relationship?”. You may not need to end it, but you do need to redefine it.
• Balance what’s lopsided: Reach out to someone whose worldview stretches yours. Listen, don’t pitch. Review every six months.
Yes, it’s a muscle. And like all muscles, it weakens with disuse, strengthens with resistance and grows when you rest and repair.
YOUR CONNECTION
MUSCLE SET WHAT IT LOOKS LIKE IN PRACTICE TEST
CURIOSITY Asking with genuine interest, not an agenda
VISIBILITY Being seen for your thinking, not just your execution
BOUNDARIES Saying ‘no’ without guilt
When’s the last time you asked “why?” in a 1:1?
Do people come to you for insight or just to fix stuff?
Who drains your energy but still gets airtime?
RECIPROCITY Knowing when to give and when to ask Are your connections mostly outbound, or mutual?
Spoiler: Most HR professionals already have these muscles. They just use them on behalf of others and forget they need them for themselves.
STEP 5: FLIP THE FRAME: GENEROSITY AS STRATEGY
Stop asking “Who can help me?”. Start asking “Who can I help?”. Helping others releases oxytocin, builds trust and creates emotional residue. You feel better. They feel seen. And weirdly, things start flowing back.
It’s not karma. It’s context. Strategic generosity isn’t selfsacrifice. It’s knowing that being useful, kind and curious makes you magnetic. Your influence grows when people want to be around you, not because of what you say, but how you make them feel.
REMEMBER: YOU’RE GOOD AT THIS.
You already know how to do this. You listen. You coach. You hold space for others to grow and thrive.
This isn’t about becoming someone new. It’s about turning your own connection instincts inward. You’ve got the playbook now. You’ve always had the muscle. Just aim it toward yourself, and let influence happen from there.
“ Your influence grows when people want to be around you, not because of what you say, but how you make them feel.
With over two decades of experience in leadership, strategy, HR and organisation development across industries and geographies, Kavita Khanna specialises in culture-led change that inspires even the most change-resistant to respond. A Board Director at HRNZ, and a Chartered Fellow, she’s a passionate advocate for self-managed teams, future-fit leadership, and organisations where humans thrive. She is well known for a creative, client-immersive approach (and a healthy scepticism of corporate jargon), and brings a quirky sense of humour to the serious business of work. She believes transformation starts with teams, and usually involves snacks.
Danni Ermilova Williams, CMHRNZ, HRNZ Board Chair, rethinks mentoring beyond the traditional topdown wisdom transfer, and asks how we can get the most out of these powerful professional relationships.
There’s a saying here in Aotearoa New Zealand that there are just two degrees of separation between us all. It’s a colloquialism that suggests a cultural compactness; the idea that we are all somehow connected, and that access is just a conversation, a cousin or a colleague away.
While ‘two degrees of separation’ may be a comforting Kiwi cliche that nods to our ‘know your neighbour’ closeness, what actually makes it powerful is if we effectively tap into it. When it comes to our careers, leadership journeys and our learning, proximity alone is not enough. What
matters most is how we use our networks, not just to build relationships but to stimulate our growth, to invite new thinking, and to expand both personally and professionally.
One of the most effective ways to do this is through mentoring.
Mentoring offers us a unique opportunity – for the truly curious, daring and vulnerable – to ako, and build connections and networks beyond the familiar, small and safe, into the different, broad and challenging.
MENTORING MISCONCEPTION
Mentoring isn’t just a philosophical shift, it’s a psychological one.
Organisational psychologist
Dr Adam Grant puts it, “The best way to learn from mentors is not to absorb what they know, but to internalise how they think. Collecting their knowledge helps you address the challenges of the day. Understanding their thought process helps you navigate the challenges of a lifetime.”
Mentoring done well is a powerful exchange of information. Mentoring done exceptionally well is dynamic. It is a challenge to the thought processes beyond the shaping of perspectives that benefit both the mentor and mentee. Put simply, mentoring grows the mentor, too.
Mentoring is often misrepresented as a transfer of wisdom from those with experience to those still learning and earning their stripes. But perhaps our traditional framing of mentoring is too narrow. Perhaps we miss a trick when we reduce mentoring to something gifted from those who have worked their way up to those seeking to do so. After all, we all have something unique and interesting to offer.
What if mentoring isn’t just for those coming up through the ranks, but just as critical for those already leading?
In a world that demands we place equal, if not higher, value on learning agility over tenure, don’t we want our organisations full of leaders – both in capability and title –who can and want to both share knowledge as well as learn and change in the process?
Growth, after all, doesn’t come from comfort. This is where we can fall into the trap of proximity bias and tend towards mentors and mentees who are like us, who sit near us, and who look or lead in familiar ways. It’s easy. It’s efficient. But it rarely broadens our horizon. The richest mentoring relationships elevate perspective over proximity. They are the relationships that we create across professions, generations, real-world
experiences and cultures. If you want to grow as a mentor, select a mentee who will offer you a unique perspective. They might just challenge what you think you know and change how you lead.
As our online networks grow larger, our available time and attention spans seem to shrink in equal measure. I certainly feel the social overwhelm and fatigue at times in keeping up with my networks and deepening important relationships within these.
While the traditional model of formalised mentoring over longer periods still holds value, it’s no longer the only way to access insight when we need it most.
The ask has evolved, and mentoring is evolving too.
Micro-mentoring offers an agile alternative to traditional mentoring approaches. It’s focused on brief, targeted and time-bound knowledge exchange, ideal for kicking the tyres on an idea, preparing for an important promotion interview, or navigating a challenging workplace relationship or issue. While AI offers the luxury of quick, polished answers, we know that riches usually come with a little more effort. AI is a lot of things, but it doesn’t give the same relational wisdom, depth and contextual intelligence that comes from another human who has lived it.
“ The ask has evolved, and mentoring is evolving too.
Reverse mentoring aligns with the repositioning of mentoring being as much for the mentor as the mentee, reminding us that learning flows both ways: tētehi ki tētehi. It’s an effective means of strengthening connections and sharing information between different groups, generations, organisational hierarchies, and those with diverse lived experiences. It bridges
communities, organisations and teams alike. This is important in a workforce that has five generational groups in it for the first time in history. Our world is increasingly defined by technology, adaptability and pace, and leadership can no longer be defined by tenure or technical expertise alone. Learning agility is critical. Reverse mentoring offers critical insight for leaders into the tools, perspectives and priorities of the people they lead. It surfaces blind spots, deepens cultural fluency –which cannot be recreated in traditional peer circles –and fosters the humility that modern leadership demands.
Let’s talk about technology. Mentoring, like business, is also undergoing enhancement by technology. Emerging tools are bridging us across physical distances while deepening our interpersonal proximity. VR and AR simulations offer controlled, safe learning environments; apps deliver just-in-time prompts, bias-aware mentoring matching and personalised micro-mentoring moments. What is clear, though, is that the art of mentoring itself remains human-led. Mentoring, after all, is about relation, not just information. Mentors have the unique ability to see us not just as we wish to be seen but for who we are and our potential for what we may become.
Mentors share their wisdom and encouragement, sponsors share their power and offer access.
Mentoring can be powerful, but for underrepresented groups in the workplace, it’s often simply not enough. There comes a point where acquired knowledge must also have opportunity. A sponsor speaks your name in rooms you haven’t entered (yet). They will open doors, and they pledge to use their name and position for your benefit.
Equity won’t just evolve in the current system. It will take conscious disruption over quiet intention. So, if you’re a woman or individual navigating the leadership labyrinth, do not stop at “Will you mentor me?”. Ask, “Will you sponsor me?”. Be specific. Be direct. Your career may hinge on the difference. And if you are a mentor, start asking yourself which rooms your influence could shift for good.
There’s a misconception that mentoring, like networking, is a sport for the extroverted, particularly when we are thinking of mentoring as a ‘give’ rather than a ‘get’. But let’s not relegate something as important as connection
to a task. Let’s reframe it as a strategic capability.
I frame my own mentoring network as my personal board of directors. It’s a living ecosystem that evolves with me and my career. And while the directors on my board are often unaware of their titles, they are my go-tos for sage counsel, strategic foresight, creative volley, and a few are there to challenge me kindly but directly on my own BS.
I asked two of my mentors, one of whom has walked alongside me for most of my HR career, and another who’s joined me recently on my governance journey, what they gain from mentoring. They shared that they get enjoyment from sharing, debating and testing ideas, and watching our conversations turn into realworld outcomes. Mentoring, to both, was seen as a ‘give’ to the mentor as much as it was a ‘give’ to the mentee. Applying experience to someone else’s context in many ways sharpens their own thinking as much as the mentee’s, revealing fresh insights and fuelling both professional and personal growth.
It is important to also acknowledge that while some mentors are long-term, not every connection lasts forever. Some are career seasonspecific and consciously conclude when the seasons change. And that’s okay. The real
skill is to curate, not collect, connections. We don’t need more mentors. We need the right ones at the right time.
So here’s the invitation, not just to participate in mentoring, but to rethink it entirely.
• Reframe mentoring as a learning opportunity for mentors. Don’t mentor because you’ve arrived, mentor because you’re still evolving.
• Seek mentors who make you uncomfortable in the best possible way. Surround yourself with people who see differently, think differently and challenge you to do the same.
• Say ‘yes’ to mentees who disrupt your default. Pick someone who doesn’t share your background, your worldview, or your leadership style. Mentoring should stretch you, not just echo your own experience.
• Embrace micro-mentoring. Supplement your learning with short, sharp moments of insight. Sometimes, a well-timed conversation can shift more than a year-long arrangement. It’s not about doing less, it’s about being more intentional.
• Ask for and offer sponsorship, not just mentorship… Because sometimes access is more important than more knowledge.
• Be curious about using technology to enhance knowledge sharing. If you’re unsure, don’t be afraid of the tried-and-true traditional tools, like role playing, in the absence of technology!
• Normalise reverse mentoring. The most effective leaders are those who stay teachable. Let someone younger, newer or different from you shape your understanding of culture, technology or change. Your relevance depends on it.
HRNZ’s mentoring programme is calling for senior HR professionals and leaders who are not only confident in their practice, but generous in sharing it. This is your opportunity to help grow the profession, not just by giving back, but by leaning in.
And, remember, it’s a reciprocal relationship that offers you fresh perspective, unexpected insight and the chance to sharpen your own thinking. It also counts toward your CPD points for CMHRNZ.
Not yet Chartered? This is an invitation to you…
Becoming a Chartered Member isn’t just about recognition. It’s about reflection, representation and reputation for you and your profession. It’s a meaningful way to acknowledge your impact so far and to signal your
commitment to ongoing learning, leadership-in-action and the shaping of our future profession.
Kia māia. Be bold. Be generous. Be teachable. Get in touch with the tīma today.
a leadership impact coach, business change consultant and HR specialist who works with individuals and organisations to get clear, get real and get moving on the stuff that matters.
As Director of DEW Coaching and Consultancy, Danni works at the messy, meaningful edge of people, power and possibility. Her 20-year career has spanned senior leadership, HR strategy and Big 4 consulting, but it’s her ability to meet people where they are (and ask the questions that shift everything) that sets her apart. Currently Board Chair of HRNZ and named HRNZ HR Professional of the Year in 2022, Danni is committed to shaping a profession and future that’s braver, more human and wildly more impactful. LinkedIn, Instagram and danniermilovawilliams.com
Deepika Jindal, Branch
President of HRNZ’s Academic Branch and Subject Group Lead for Management at the University of Auckland, outlines the work of the HRNZ Academic Branch and how the new HRNZ Constitution will enhance its activities.
As HRNZ works toward compliance with the Incorporated Societies Act 2022, its revised constitution introduces a modernised governance framework that better reflects how members engage today.
For the Academic Branch –HRNZ’s fully virtual branch – these changes bring strategic alignment and expanded opportunities to deepen its impact across Aotearoa New Zealand.
The new Constitution formally acknowledges virtual branches within HRNZ’s governance framework, reinforcing the Academic Branch’s established role and ensuring consistent support and visibility across all branches. This recognition affirms the importance of digital-first communities in fostering professional dialogue, particularly among HR academics, whose contributions often span institutions and regions.
The Constitution also strengthens the role of the Special Interest Groups (now Special Interest Networks), integrating them more closely with branch activities. This enables the Academic Branch to host and support Special Interest Network events with greater consistency and national reach, enhancing our ability to connect academic insights with practitioner needs. While the Academic Branch already operates as a virtual entity, the new Constitution offers an opportunity to reflect on our structure and reimagine how HR academics connect, contribute and lead within the national HR landscape.
“ The new Constitution formally acknowledges virtual branches within HRNZ’s governance framework, reinforcing the Academic Branch’s established role.
The Academic Branch Committee is a dedicated team of 10 HR academics from across New Zealand’s tertiary education institutions. We plan our annual goals in consultation with HRNZ’s chief executive, Nick McKissack, ensuring our initiatives support broader organisational priorities. Over 50 members collaborate across universities to advance HRNZ’s mission and make meaningful contributions to the HR profession.
We meet quarterly to review progress and generate new ideas; however, the bulk of our work on key initiatives happens outside these meetings. These initiatives are outlined below.
At the heart of our governance is an advisory structure that meets annually with Nick to discuss HRNZ’s strategic priorities and their alignment with our annual goals. These are then finalised with the full committee during our last meeting of the year.
One of our flagship initiatives is the Member Voice: Shaping the Profession survey, launched in 2021 and rebranded in 2022. This annual survey gathers insights from HRNZ members to inform strategic planning, Summit content, and professional development offerings. In 2022, the survey was aligned with HRNZ’s new capability framework, The Path, enhancing its relevance and utility. We review it on an annual basis to make adjustments as needed.
We also contribute regularly to this magazine through research updates, sharing academic insights on current HR topics. These contributions bridge the gap between research and practice, making cuttingedge knowledge accessible to practitioners. Notable articles have covered topics such as COVID-19 wellbeing learnings, building ethical leadership, AI
in HR, and a Gross National Happiness model, among others.
We launched our annual virtual networking event for HR academics in 2022 and have held it annually since. Over the past years we have gradually brought the HR academic community in New Zealand together through these networking events. These events foster collaboration and strengthen the academic HR community. We also see this as an opportunity to share important updates related to HRNZ initiatives. We maintain a shared document that lists the teaching and research interests of HR academics, to facilitate ongoing collaboration.
“ One of our flagship initiatives is the Member Voice: Shaping the Profession survey.
The Academic Branch actively encourages HR academics to pursue Chartered Membership with HRNZ, recognising it as a valuable professional accreditation that bridges academic expertise with industry standards. Chartered Membership affirms a commitment to ethical practice, strategic capability and continuous development, qualities that align closely with the values of the HR academic
community. By engaging with this pathway, academics not only strengthen their professional credibility but also contribute to shaping the future of HR practice in New Zealand.
CONTRIBUTIONS TO HRNZ’S STRATEGIC FRAMEWORK
The Academic Branch played an important role in developing The Path, HRNZ’s Capability Framework. Our committee reviewed global HR competency frameworks and participated in design labs and prototype testing. We’ve since worked to integrate The Path into our teaching, with examples
of curriculum alignment and classroom activities.
We also invited HRNZ representatives to present The Path during our networking events, helping academics understand and apply the framework in their curricula.
COLLABORATIVE AND STRATEGIC VOLUNTEERING
What makes our committee’s volunteering efforts special is their collaborative nature and strategic alignment with HRNZ’s goals. Our members contribute to a range of initiatives, including judging NZ HR Awards submissions, assessing Chartered Membership applications and speaking at practitioner events.
“ What makes our committee’s volunteering efforts special is the collaborative nature and strategic alignment with HRNZ’s goals.
Our efforts resulted in Memoranda of Understanding between HRNZ and the University of Auckland and the University of Otago. These partnerships strengthen institutional ties and create opportunities for joint initiatives. Our committee’s stability ensures continuity and deep institutional knowledge. This consistency has enabled us to build long-term initiatives
THE COMMITTEE MEMBERS FOR THE HRNZ ACADEMIC BRANCH ARE:
• Craig Robertson, Te Pukenga/Unitec
• Prof Candice Harris, AUT
• Prof Fiona Edgar, University of Otago
• Prof Maree Roche, University of Auckland
• Prof Mark Harcourt, University of Waikato
• Assoc Prof Noelle Donnelly, Victoria University of Wellington
• Adjunct Assoc Prof, Paul Toulson, Massey University
• Dr Russell Wordsworth, University of Canterbury
• Prof Jim Arrowsmith, Massey University (Secretary)
• Dr Deepika Jindal, University of Auckland (Branch President)
• Honorary member: Nick McKissack
while remaining agile enough to respond to emerging needs.
Our impact extends beyond New Zealand. In 2024, we launched HRM Musings, a strategic initiative aimed at strengthening HRM education across Pacific Island countries. This platform promotes knowledge sharing, skill enhancement and collaboration among HR educators, with interactive virtual sessions designed to foster engagement and build regional capacity.
The 2025 Constitution changes empower the Academic Branch to do more, with clearer recognition, stronger integration and broader reach. As we continue
to grow our impact, we remain committed to advancing the HR profession through evidence-based practice, interdisciplinary dialogue and inclusive engagement.
We are proud of the work our branch does – often behind the scenes – to strengthen the HR profession in New Zealand and beyond. Our strategic initiatives, collaborative spirit and commitment to excellence make us a vital part of HRNZ’s future. As we move forward, the Academic Branch will continue to champion evidence-based practice, interdisciplinary dialogue and inclusive engagement. We invite all members – both academic and practitioner – to join us in shaping the future of HR in New Zealand.
Special Interest Networks are replacing Special Interest Groups under the new HRNZ Constitution. These will operate nationally and run online events, much like the already existing HRNZ Tech Channel. These networks will run regular webinars and provide other content of interest for network members. It’s hoped these networks will also lead to people connecting over common issues within their local area.
Check out our new networks (HRNZ Leaders Network and HRNZ Health and Safety Network currently being established), or if you have an idea for a Special Interest Network that you’d like us to help you get started with, please email networks@hrnz. org.nz. We can talk you through what’s involved and how to start getting together with others who share similar interests.
Dr Deepika Jindal, is the Subject Group Lead for Management at the University of Auckland, where she teaches HRM and leads the Master of Business Management programme. Primarily an educator, she also maintains research interest in job crafting. Deepika is Branch President of HRNZ’s Academic Branch and serves on the Auckland Branch committee. She is a committee member of the Women in Business Chapter of the American Chamber of Commerce in New Zealand. Aside from university awards, she was recently honoured with HRNZ’s 2025 Leadership Award and HR Person of the Year Award.
Human Resources magazine editor Kathy Young spoke with two seasoned recruiters on how HR professionals can build meaningful connections to advance their careers.
The networking paradox facing HR professionals today is stark. While we’re experts at connecting others within our organisations, many of us struggle to build strategic networks for our career advancement.
Drawing from their extensive experience placing HR professionals across New Zealand and the United Kingdom, senior recruitment consultants Kirsty Clarke and Sandy Eaton, from Beyond Recruitment in Wellington, offer us here some practical strategies that can transform
how HR professionals approach networking, both for immediate career needs and long-term professional development.
Before diving into tactics, it’s crucial to frame what networking actually entails.
“People, particularly when they’re in a job that feels fairly secure, become a little complacent around the networking piece,” says Kirsty, Manager – Human Resources and Executive Search Wellington. “They can get very
myopic around the deliverables of their actual role and lose sight of the broader professional trajectory of their career.”
The first misconception to address is that networking is solely about meeting new people. In reality, much of effective networking involves reconnecting with existing relationships. “It’s about leveraging existing relationships, continuing those and investing in those,” says Sandy, Regional Manager. This includes former colleagues you may not have spoken to in several years; people who already know your work quality and professional character.
“ People, particularly when they’re in a job that feels fairly secure, become a little complacent around the networking piece.
For HR professionals, networking naturally encompasses both internal stakeholders within your current organisation and external connections across the profession. Both categories deserve attention, though the intensity and volume of your efforts may vary, depending on whether you’re actively job seeking or building longer-term professional relationships.
“ It’s about leveraging existing relationships, continuing those and investing in those.
Effective networking requires the same systematic approach you’d apply to any HR initiative. Kirsty and Sandy suggest starting with a mapping exercise that identifies your target connections across two main dimensions.
Existing relationships: Begin by auditing your current professional network. Who are the main people in your area who know your work? Which former colleagues have moved to organisations or roles you find interesting? Create a spreadsheet tracking
these connections, noting when you last connected and any relevant context about their current situation.
Aspirational connections: Next, identify people working in roles or organisations you aspire to join. Kirsty suggests, “If you’re a senior HR advisor wanting to move into an HR business partnering role, research professionals already operating in that space. Study their career trajectories, the organisations they work for, and the approaches they take to their work.”
Sandy recommends storing comprehensive contact information: “It’s worthwhile storing their name and phone number along with any key details you know about the company, or what the relevance is.” This prevents the awkward situation of recognising a name without remembering the context of your connection.
Kirsty and Sandy also suggest partnering with credible, trusted professional recruiters. “This is critical to job search as part of the process of building a career pathway from HR intern to chief people roles,” says Sandy.
DIGITAL NETWORKING
LinkedIn remains the professional networking platform of choice, but many HR professionals underuse its potential. The idea is to treat it as a professional directory rather than a social media platform.
Profile optimisation: Your LinkedIn profile should present a professional, approachable image. Use a high-quality headshot – not a selfie –showing you as friendly but professional. “No wine glasses,” Sandy emphasises, highlighting how seemingly obvious mistakes can undermine your professional brand.
The “About” section of your LinkedIn profile deserves particular attention. Rather than simply copying your CV, craft a narrative that explains your career interests and includes relevant keywords. “That ‘about’
Some HR professionals may find networking events uncomfortable, but they remain valuable opportunities for building meaningful connections. The important thing is preparation and realistic expectations.
Preparation: Before attending any event, research the topic and speakers. Develop thoughtful questions or opinions you can share. Questions like “What’s brought you here today?” or “What do you think about this aspect of the presentation?” can help to open up engaging conversations, says Kirsty.
Quality over quantity: Focus on making genuine connections with two or three people rather than trying to meet everyone. “Even if you only stop and talk and make a genuine connection with two or three people at an event, that is fine,” Sandy says. And avoid the temptation to spend the entire event talking to colleagues you already know.
Managing the exit: Learn to gracefully extract yourself from conversations that aren’t productive. Simple phrases like “I need to go and get a drink” or “I need to go and have a talk to a few other people” can help you move on without causing offence.
section is important regardless of whether you’re job hunting or not, because if you’re sending an invitation to somebody to connect, that’s probably the first and only bit that they’ll look at,” explains Kirsty.
Connection strategy: Never send blank connection requests. Craft personalised messages that identify who you are, why you’d like to connect, and include a clear call to action.
Ongoing engagement: Join relevant LinkedIn groups to raise your professional profile and stay current with industry discussions. Look for groups that align with your specialisation areas and participate meaningfully in conversations.
New Zealand’s cultural tendency toward modesty can make networking feel uncomfortable, but rejection is rarely as devastating as we imagine. “What can happen is that somebody ignores you, doesn’t come back, or says ‘thanks so much, I don’t have time to meet at this stage’,” explains Kirsty. “That’s the actual worst thing that will happen.”
The solution is volume and vulnerability. Reach out to multiple people and be genuine about your interests and goals. As Brené Brown’s research on vulnerability suggests, authentic connections happen when we’re willing to be open about our professional challenges and aspirations.
Remember that most people are focused on their own concerns rather than judging your networking efforts. “Most people are not thinking about you,” Sandy says. “Everyone’s predominantly just concerned about themselves.”
HR professionals have a distinct advantage in networking. Our roles provide natural opportunities to connect others across the organisation. This relationshipbased function can become a powerful networking tool when used strategically.
Kirsty shares the example of Lucy, who worked in communications but wanted to transition to HR. Through a recruiter’s introduction, she connected Lucy with the National Manager of HR Operations within her organisation. This internal connection provided valuable insights about realistic career paths and required skills, information that would have been difficult to obtain through external networking alone.
As an HR professional, you can similarly connect colleagues with other functional areas, creating goodwill and demonstrating your value as a networker. This approach positions you as someone who builds bridges and facilitates connections,
qualities that enhance your professional reputation.
In our coffee-centric professional culture, the simple invitation “Can I buy you a coffee?” opens doors effectively. This approach works because it frames networking as a mutual exchange rather than a one-sided request for help.
Sandy explains, “People feel that you’re not just asking for something, you’re also offering something.” Even if the person declines the coffee, the gesture demonstrates thoughtfulness and professionalism.
Effective networking isn’t a one-time activity but an ongoing professional practice. Whether you’re currently job searching or building long-term relationships, the strategies and tactics remain the same, only the volume and intensity vary.
Sandy advises HR professionals in stable roles to focus on maintaining existing relationships and gradually expanding their network. For those actively job seeking, increase the frequency of your outreach while maintaining the same strategic, relationshipfocused approach.
The investment in networking pays dividends throughout your
career. As Sandy notes about entry-level professionals, “We’ve had multiple cases where people have been temping at reception, and they’ve been saying hello to people all day. And guess what, they get picked up as the entry-level people that go into vacant roles.”
Remember that networking is ultimately about building genuine professional relationships that provide mutual value. Approach each connection with curiosity about the others’ experiences and share your own insights. With consistent effort and focus, networking can become a natural extension of the relationship-building skills you already use in your HR practice.
The main thing is to start now, before you need it. As both Kirsty and Sandy emphasise, the professionals who struggle most in job searches are those who haven’t invested in networking during stable periods. Making networking a regular part of your professional routine will quite easily lead to the strengthening of your professional connections and your career.
“ The main thing is to start now, before you need it. .
Our regular columnist, Aidan Stoate, New Zealand CEO at Inspire Group, shares his heartfelt insights into leading people.
“ If you want to go quickly, go alone. If you
want to go far, go together.
In professional development, there’s almost always a stronger argument for distance over speed. Sustainable success – for individuals and organisations alike – comes not just from capability, but from community. And in most modern workplaces, going far requires one crucial skill: the ability to connect effectively with others in pursuit of a shared goal.
At Inspire Group, our core purpose is designing and delivering transformational learning experiences for customers who are trying to address specific organisational challenges. Their priorities are typically how to build technical and behavioural skills, or to develop leadership potential for the future (and rightly so). But what is often overlooked, initially at least, is something just as important: the art of connection through networking. In fact, many organisations invest heavily in learning and development without ever truly supporting people to build meaningful relationships across teams, industries or levels of seniority.
That’s a missed opportunity.
Connection isn’t simply about exchanging business cards or adding contacts on LinkedIn. It’s about learning how to listen, communicate, empathise and collaborate. It’s about building relationships that are authentic, reciprocal and rooted in shared experience.
The best learning environments and experiences acknowledge this. They encourage peer learning and shared challenges. They create space for people to grow together, not just alongside one another. They foster empathy by giving people the chance to step into others’ shoes, to listen with curiosity, and to see different perspectives. Increasingly, they provide opportunities for people to explore outside of their natural operating environments, gaining industry insights, exchanging ideas with peers, and forming networks that last long after a formal learning programme concludes.
These aren’t accidental side effects of good learning experiences, they’re strategic outcomes. When we intentionally design learning that prioritises connection, we exponentially improve its impact. For example, asking participants to attend an industry event and strike up conversations with peers not only builds knowledge but increases confidence and community. Encouraging people to reflect on shared journeys or work together on real-world business challenges fosters relationships that outlast the classroom.
At a time when hybrid work, distributed teams and global networks are becoming standardised, teaching people
how to connect is not a ‘soft’ skill, it’s a survival skill. Technical expertise can open doors, but strong relationships keep them open. Leaders who can build trust, collaborate across functions and tap into diverse networks will be far better positioned to navigate complexity and change.
HR and L&D professionals have a unique role here. We’re not just helping people learn; we’re helping them to belong, contribute and thrive in a professional community. That means designing development not only for capability but for connection. The future of work won’t be built by soloists. It will be shaped by people who know how to reach out, show up and go far – together.
Aidan Stoate is the New Zealand CEO of Inspire Group, an awardwinning learning design consultancy that delivers world-class solutions to organisations globally. Aidan has a passion for helping organisations improve their culture and performance through innovative learning and development interventions. As an ICFaccredited organisational coach, Aidan provides subject-matter expertise for the design and delivery of leadership programmes, while leading the Inspire Group New Zealand business across all projects and disciplines. Having led organisations and teams in the United Kingdom, South-East Asia, North America and Australasia, Aidan brings a nuanced perspective while promoting inclusive, engaging and contextualised solutions that drive genuine behaviour change and strategic benefits.
Thinking about becoming Chartered but unsure where to start?
Charter Assist is a personalised support service designed to guide eligible HR professionals through the Chartered Member application. You’ll receive up to 4 hours of expert assistance from an experienced HRNZ coach to help you:
Understand what’s required at each step
Complete the self-assessment
Develop an executive summary of your experience to support your application Select and brief your referees and more...
Whether you ' re feeling unsure, time-poor, or just want an experienced sounding board –Charter Assist can help you put your best foot forward.
More information Register your interest
comms@hrnz.org.nz
hrnz.org.nz
nz .linkedin.com/company/hrnz
instagram.com/hrnzphotos
