Making a Difference - Equal Employment Opportunities Trust

Making a DifferenceWhy and how to employ andwork effectively with MāoriHe aha te pai nui o te Ao.He tangata, he tangata, he tangata.What is the greatest good in the world?Humanity, humanity, humanity.(Meri Ngaroto, Te Aupōuri)

About the authors 2ContentsIntroduction 3Why employ Māori? 4Attract and retain the best of the talent pool 4Improve customer service and increase market share 4Strengthen workplace morale and productivity 4Improve teamwork and understanding 5Create new products and services 5Build profitable partnerships 5The size of the Māori economy 5Comply with legal requirements 7Expand the bottom line 7How to tap the potential of Māori 8Recruitment 8Selection 10Induction 10Training and development 10Remuneration 12Retention 12Understanding the Māori world 14Karakia 14Pōwhiri 14Hui 14Tangi 15Hongi 15Mihi 15Waiata 17Marae customs 17Books 17Working with Māori businesses 18Purpose 18Principles 18Practices 18Performance measurement 19Questions to consider when working with Māori 19Frequently asked questions 20Where to next? 22Glossary 23References 24Workplace examplesWestpac – Banking on Māori 5Living Earth – Consulting with Māori 7Whānau interviews – What to expect 9O-I New Zealand – Looking to the future 10NZAS – Prioritising safety 11Toll NZ – Incorporating Māori ritual 15Ngai Tahu – Understanding the business perspectives of a Māori organisation 17Ministry of Social Development – Valuing culture 19TVNZ – Monitoring ethnicity 21

About the authorsChellie Spiller is a PhD candidateat The University of Auckland BusinessSchool. She is researching the culturaldimension of sustainable businessdevelopment. Her research has appearedin several publications. Chellie holds aMaster’s degree in InternationalRelations specialising in world affairsincluding political strategy, the worldeconomyand society. She has extensive corporateexperience in management andmarketing roles, and as a director of aleading travel company. She has a stronginterest in sustainability and culture andhas researched this internationallyincluding through attending the 2002United Nations World Summit onSustainable Development. Chellie’sMāori tribal affiliation is NgātiKahungunu, and her hapū (sub-tribe)is Ngāi Tahu Matawhaiti. Chellie isa recipient of a Kelly DoctoralScholarship.Dr Rodger Spiller is a CertifiedFinancial Planner, Chartered Accountantand Managing Director of Money Mattersand Rodger Spiller & Associates. Heholds a PhD from The University ofAuckland in ethical and sustainablebusiness and investment and a Masterof Commerce (First Class Honours).Rodger is Executive Director of the NewZealand Centre for Business Ethics andSustainable Development, a memberof the Nominating Committee of theNew Zealand Superannuation Fund,and a Director of the Ethical InvestmentAssociation and TransparencyInternational (NZ). He is a formermember of the Securities Commissionand has served as Executive Directorof the New Zealand Business Councilfor Sustainable Development andNew Zealand Businesses for SocialResponsibility.Dr Manuka Henare is Associate Dean ofMāori and Pacific Development andDirector of the Mira Szászy ResearchCentre for Māori and Pacific EconomicDevelopment at The University ofAuckland Business School. He hasextensive research experience inunderstanding human innovation andendeavour, especially in relation toMāori and Pacific communities. He isa key lecturer on the University’sgraduate programmes in MāoriDevelopment and Business, preparingmanagersand entrepreneurs for leadership.For 28 years in his previous career injustice, peace and developmentorganisations, he travelled the PacificIslands and Asia assessing human rightsand development projects. Manuka’sunderstanding of both the theory andpractice of working with Māori enablehim to guide businesses to tap thehuge potential that Māori offer.AcknowledgementsThis document builds on the valuablework done for the EEO Trust by Prof.Linda Tuhiwai Smith, Prof. GrahamHingangaroa Smith and TrudieMcNaughton in Working with Maōri TeMahi Tahi ki te Maōri: A Beginners Guide forEmployers (1999). We would like to extendour sincere thanks to the following peoplefor their assistance with this text:Vivian Hutchinson, Jobs ResearchTrust, June McCabe, Monica StockdaleTe Rangihaeata Oranga.

IntroductionNew Zealand’s continued growth depends on fostering the enormousenergy and economic potential of Māori people. Like most developedcountries, our population is ageing and we will increasingly dependon our young people to generate the country’s wealth. Nineteen percent of that younger workforce will be Māori by 2021. 1Organisations which recognise and develop the skills of Māori peoplewill be meeting the challenge of the future and creating their owncompetitive advantage in a tight labour market. Māori are preparingthemselves for their place in the workforce, with a sharp increase inparticipation in tertiary education in recent years.This guide identifies the business case for recruiting, retaining anddeveloping Māori and describes strategies to help ensure the talentsand energy of Māori people are tapped by New Zealand employers.

Why employ Māori?Recent years have seen many positive changes in Māoriemployment, including a large rise in workforce participation,a reduction in those out of work, and a shift to higher-skilledoccupations. While many employers are benefiting from thevalue added by Māori, there remains a major opportunityto employ Māori by accessing the talents and energy of youngMāori in the context of an ageing workforce, and developingthe talents of those in employment.Employing Māori people makesgood business sense by helping yourbusiness to:• Attract and retain the best of thetalent pool.• Improve customer service andincrease market share.• Strengthen workplace morale andproductivity.• Improve teamwork and understanding.• Create new products and services.• Build profitable partnerships withinlocal communities and overseas.• Comply with legal requirements.• Expand the bottom line.Attract and retain the bestof the talent poolTo be competitive and effective,workplaces need to ensure they recruitthe best person for the job and thenretain and develop them.A survey conducted in 2005 by TheUniversity of Auckland Business Schoolrevealed that some New Zealandrecruiters still discriminate by race.The advice to employers from the study’sauthor Marie Wilson is: “If you only wantPākehā in your workforce, you’re limitingyourself to two-thirds of the availableworkforce, which is rapidly ageing. If youwant to be internationally competitive,you can’t be provincial in your hiring.” 2Creating a diversified portfolio of staffenables your organisation to reflectthe diversity of the local and nationalcommunities and to tap into a deeperreservoir of talent.By hiring Māori and creating a cultureof diversity in the workplace you aredemonstrating you are an EEO employer,or “Employer of Choice”, which in turnwill attract more prospective employees,Māori and others.Improve customer serviceand increase market shareGreat customer service requires businessto think creatively about all their existingand prospective customers. EmployingMāori can help improve service andincrease your share of the growingMāori markets.Through their tribal structures andother relationships, Māori employeeshave unique opportunities to createnetworks and connect you to newcustomers.The global marketplace has becomerich in cultural diversity with indigenouspeople increasingly involved in theeconomy as consumers, employeesand entrepreneurs. More understandingof the world view and values of diversepeople enables your organisation toimprove service to these customersand increase your market share.“Without personal, ethnicand other kinds of diversity,everyone sits round themeeting table and nodstheir head.”Strengthen workplacemorale and productivityAll employees and their work benefitfrom diversity in the workplace.A range of experiences, approachesand perspectives can increase motivationand productivity. This is highlighted inthe observation that: “Without personal,ethnic and other kinds of diversity,everyone sits round the meetingtable and nods their head.” 3 Diversethinking is very beneficial to business.

Morale is also strengthened whenemployees observe fair employmentpractices and they can take pridein knowing they work for an equalemployment opportunity employer.Improve teamwork andunderstandingSuccessful business frequently requiresemployees to work in project teams inorder to achieve faster and smarteroutputs and better results. This, in turn,demands that employees have high levelsof collaborative skills. Many Māori haveacquired these skills through theirculture that values shared activityand working with others.Māori culture provides excellentcollaborative learning opportunities andinstils strong principles of teamwork.This is particularly evident in the manyfacets of marae life where people cometogether, often very quickly, to organiselarge-scale events. These qualities ofteamwork and organisation can bringbenefits to your workplace.Create new productsand servicesMāori have a strong track recordof being innovative. This ability toinnovate continues to be seen in theextensive Māori creation of newproducts and services.Many Māori have abundantentrepreneurial attributes includingenergy, enthusiasm, hard work, tenacity,an ability to bounce back from failure,people skills, experience, intuition anda “feel” for the market. These qualitiescan enhance Māori recruitmentprospects, especially if they lackformal qualifications.You can employ this entrepreneurialcapacity to generate new products andservices including specialist offeringsfor the growing Māori population.“If you want to beinternationally competitive,you can’t be provincialin your hiring.”Build profitable partnershipsThe Māori economy is a dynamic,flourishing economy interwoven withthe greater New Zealand economy andoffering significant opportunities forbusiness. Fully capitalising on theseopportunities requires understanding ofthe nature of this economy and the needsof its constituents. Māori staff can helpyou understand and benefit from theseopportunities. Furthermore, employingMāori will provide your organisationwith more credibility as a supplier to,or joint venture partner with, Māori.The size of the Māori economyMāori commercial assets were worthnearly $9 billion in 2001. The majorityof this is held by Māori businesses ($5.7b).The remainder is held by Māori trusts,incorporations and other entities.Assets owned by self-employed Māori(sole operators and those with staff) arelargely invested in “tertiary” industries,such as wholesale and retail trade,property, transport, social services,hospitality and tourism.In 2003, Te Puni Kōkiri published aresearch paper prepared by NZIER:• Annual Māori production is $1.9 billionand Māori value added is $1.1 billion,being about 1.4% of GDP.• Māori agricultural output is estimatedat 7.4% ($700m) of New Zealand output.• Māori have a land base of 1.5 millionhectares used for pastoral farming,horticulture and forestry.• Māori own about 10% of New Zealandforests and about 37% of New Zealandquota with an annual revenue valueof $300m.• In 2001, Māori owned about 7% of thehousing stock, which gives a value ofaround $9 billion. 4Banking on MāoriWestpac Chief Executive OfficerAnn Sherry says that Westpac isaware of the important place heldin its customer base by hundreds ofMāori businesses and entrepreneursaround the country.Westpac and the New ZealandBusiness Council for SustainableDevelopment (NZBCSD) engaged ina joint project aimed at helpingMāori organisations turn TreatySettlements into sustainableenterprise.For Westpac, the project was “firstlyabout a common-sense commitmentto the social and economicsustainability of our customers andthe communities where we operate,”Ann Sherry says. “It is also aboutrecognising the importance of thecontribution made to New Zealandby the Māori economy as a whole.Māori success is a broad, economicissue not just for iwi and theGovernment, but private enterpriseas well. So it is entirely appropriatethat Westpac gets involved withsomething this important to theeconomic future of the country.”

• Māori exports were estimated at$650 million in 2000.• Māori have major shareholdings inindustries such as fisheries andtourism.Comply with legalrequirementsEmployers can better manage theiractivities by understanding legislationthat has implications for Māori and thatmay impact on their business. At themost basic level, from an employmentperspective, the Employment RelationsAct and the Human Rights Act make itunlawful to discriminate in employment,including during recruitment.Beyond employment law a range ofother legislation incorporates a Māoridimension. Māori employees canhelp you understand and meet legalrequirements that arise from thislegislation. An example is the ResourceManagement Act (RMA), which providesa framework for the sustainablemanagement of natural and physicalresources. Private sector organisationsand local bodies are often obliged toconsult with Māori over RMA issues.Māori employees in your organisationmay be able to help you:• find the right Māori authorities withwhom to consult• develop a process with local Māorithat is clearly understood and hascredibility• clarify protocol when visiting localmarae, or the offices of an iwi rūnanga• facilitate meetings with local Māori• explain Māori cultural views aboutthe relationship between the naturalenvironment and people to assist innegotiating mutually successfuloutcomes.Expand the bottom lineMany businesses understandthe business case for adopting atriple bottom line where businesspractices take account of socialand environmental considerations.Sustainable business locallyand internationally is expandingfrom the triple to the quadruplebottom line. This fourth bottom lineincludes capitalising on the culturaldimension that has not been fullyrecognised in the past.The move towards a quadruplebottom line was highlighted at the UnitedNations World Summit on SustainableDevelopment in 2002. There, Helen Clarkcalled for the global community to adda fourth pillar, the cultural dimension,alongside the economic, environmentaland the social pillars of sustainability.Employing Māori is a tangible exampleof the quadruple bottom line in action.The New Zealand Government isencouraging the “fourth pillar” byincluding this in its SustainableDevelopment Programme ofAction. Its programme features aset of operating principles for policydevelopment that require governmentto take account of the culturalconsequences of its decisions, aswell as the economic, social, andenvironmental impacts. Theseprinciples include respecting culturaldiversity and working in partnershipwith appropriate Māori authoritiesto empower Māori in developmentdecisions that affect them.At a local level, legislation requirescouncils to plan and work on the basisof the quadruple bottom line approachand to include cultural factors intheir reporting.Consulting with MāoriLiving Earth, a subsidiary ofWaste Management NZ Limited, isa composting operation that divertsand utilises organic componentsfrom the overall waste stream.A key feature of the consentingprocess for the Wellington plantinvolved consulting with the Māoricommunities of the region, andnegotiating on a range of significantcultural issues relating to thecomposting of biosolids.The first issue was whether it wasacceptable for composted humanbodily waste to be applied on landwhere food would later be grown.Another question was whetherthe re-establishment of a naturalcomposting cycle would be morein harmony with Māori traditionsand beliefs than the alternativedisposal of the biosolids in theOwhiro Valley landfill.In 2002, Living Earth facilitateddialogue within and between thecommunities involved.A key characteristic of Māoriculture is the process of consensusdecision-making. While a range ofviewpoints was advanced during thedebate, all Māori groups involvedeventually decided that they wouldnot object to the biosolidscomposting plant.

How to tap thepotential of MāoriMaking the most of the talents and energy of New Zealand’s diversepopulation requires creativity and good management. Tapping intothe qualities that Māori bring to the workplace is no exception.This section focuses on six keyemployment areas:• Recruitment• Selection• Induction• Training and development• Remuneration• Retention.RecruitmentTo identify the best of the talent pool itis important to determine what skillsand attributes are needed for a role.Job analysis and description, and anequitable and comprehensive processof advertising help ensure the bestperson is hired.Job analysisAlthough it may appear obvious what ajob entails, especially if it is an existingposition, it may be worth analysing thejob to avoid assumptions that canindirectly exclude great people.Consider what attitudes and approachthe ideal candidate would bring to thejob and assess what skills can belearnt on the job.Job descriptionIt can help to focus on outcomes ratherthan tasks as narrowly defining how atask is carried out may exclude someonewho may find an innovative, and perhapsbetter, way to reach the desired outcome.A clear and complete job descriptionhelps applicants to assess whetherthey can do the job.Person specificationSpecify which skills, qualifications,attributes and attitudes are essentialor preferred.Formal qualifications and previouswork experience are not the onlyindicators of ability, so do not overemphasisethese at the expense ofother types of experience or personalqualities. Māori, like many otherapplicants, may not have high levelsof training or vast work experiencebut their life experience may haveprovided them with valuableattributes and qualities.Beware of the subtle stereotypingthat may occur as a mental image ofthe ideal employee is formed. Learningto think outside preconceived ideas ofwho can do what is the key to effectivelytapping into the skills and energiesof the diverse population.How to write the advertisement• Consider writing advertisements inEnglish and Māori. The Māori LanguageCommission, Te Taura Whiri, has anational register of Māori translators.• Use the EEO Employers Group logoor a statement of support of EEO/diversity in job advertisements toshow applicants that you will makeyour selection on the basis of merit.• Use visual images of diverse peoplethat reflect your values and visionof a diverse workplace.• Use a Māori logo or identifier if youhave one, or use Māori designswhere appropriate.• In the advertisement includereferences to benefits you can offeremployees, eg, flexible hours, flexibleleave, training and developmentopportunities.

• For some potential applicants,particularly long-term unemployed,it may be too difficult to prepare anapplication. You can help overcomethis barrier by advertising that youoffer guidance for applicants. SomeMāori underestimate the quality andvalueof work they have done in their lives,so talk with them about what theyhave done and advise them on howto include their experience in theirapplications.• You could develop a package that hasadditional information about the job,your business, guidelines on applyingfor jobs in your company and, ifapplicable, information about yourcurrent Māori employees, andinitiatives you have taken to inductand develop Māori.• Under most conditions, it is illegalunder the Human Rights Act 1993 toadvertise specifically for Māori staff.You can advertise for specific skillssuch as “familiarity with Māorilanguage”.How and where to attract Māori• Attracting Māori may well requirecreative recruitment. For example,you could advertise in media targetedat Māori or work in partnership withthe local iwi rūnanga (Māori tribalorganisation), Māori networks orcommunity agencies.• Ask any existing Māori employeesif they know of potential applicants.• Forward the advertisement to theliaison officers of tertiary institutions.• Consider displaying advertisementson marae noticeboards, in communityor childcare centres, and sportsclubhouses.• Keep a database of Māori applicantswho were previously unsuccessfulwhen they applied for jobs in yourorganisation. Review this databasewhen advertising for a new position.What are the benefits of a whānau interview?Whānau support addresses the challenge that can arise within interviewswhere, reflecting their cultural training and custom, a Māori applicant isreticent about speaking too highly and too confidently about themselves.Whānau members who attend an interview can provide invaluable insightsinto an individual’s skills and experience and add examples of theirachievements. If successful in the recruitment process, the new employeewill bring with them a support system that has more connection withyour business. This network can also help identify potential candidatesfor other jobs and provide enhanced community-based support.What happens in a whānau interview?William Carter is the applicant and his whānau support group is: WiremuCarter, his uncle and also a Māori kaumātua (elder), Mereana Kahu, hiscousin, and a Pākehā work colleague, Sandy McDonald. Julia Harris is thePākehā co-ordinator of the interview panel, which includes another Pākehāand a Māori member. Julia comes into the foyer to greet the applicant andhis whānau, introducing the panel as they enter the interview room. Onceeveryone is seated, Julia asks if someone would like to start with a prayer.The kaumātua, Wiremu Carter, stands and offers a karakia (prayer) toopen the occasion. Robert Waaka, the Māori member of the interviewpanel, presents a short mihi to greet the whānau group in Māori and thenin English. Wiremu Carter responds to the greeting, in Māori and English,introducing the whānau group. Julia then takes over the co-ordination ofthe interview, first checking out what the protocol will be. In this case,the whānau group chooses to add their comments once the applicant hasbeen interviewed. The panellists interview William in English, asking himabout his experiences in relation to the job description. Once this processis complete, the whānau then comment on some of the issues raised,giving further relevant information about William as they know himin a community context, as well as in his job. Julia thanks the applicantand the whānau/support group for their contribution. The kaumātuasays a karakia (prayer). A cup of tea and light refreshments are offeredto the guests to fully complete the process.Jones, Deborah (1997). The whaanau/support interview: A New Zealandcontribution to cultural diversity. Employee Relations 19(4): 321-336.Wiki’s whānau interview…“I did my interview first, alone, and then my whānau all piled in. Iremember the look on the interviewer’s face; she thought this was goingto take hours.But my whānau had decided that only two people would talk. First went myuncle, he turned to me and said: ‘Well Wiki, when are you going to get a jobthat you stick at? If you get this job are you going to stick at it?’ Of courseI said yes. Then it was my aunt’s turn. She stood up and said: ‘And anotherthing Wiki, we were really disappointed that you didn’t stick to your study.If you get this one will you stick to your study?’ That was it – I was soembarrassed. They wanted to let my employers know that they wouldsupport me in my job, help me hang in there. They wanted to let them knowthat they expected me to carry on studying. It was a quick whānau interview.Man they were honest. The interviewers loved it. I got the job. I finishedmy study and got promoted.”

Looking to the futureAuckland glass manufacturer O-INew Zealand has found that since itintroduced training, education andhealth programmes, absenteeismand overtime hours worked havedecreased at its Penrose factory.It was obvious the company neededto be proactive in upskilling staffand training new staff as a third of theworkforce was over 55 years old and aserious skills shortage was looming asthis group moved towards retirement.The introduction of new technologythroughout the plant also broughtnew challenges.In association with the New ZealandEngineers, Printing & ManufacturingUnion, the company committed itselfto changing its culture to improvesuccession planning, communication,productivity, and health and safety.The Milestone Learning Centre wasestablished on-site to provide literacyand numeracy skills, as well as glassand generic manufacturing skills.The company employs a trainingmanager, a manufacturing tutor anda literacy tutor. Workers can accessthe learning centre 24 hours a day.Health and safety have improvedenormously. As a result of increasedemployee literacy and workerinvolvement in safety committeesand audits, the company has exceededthree years without a lost-time injury.Performance and productivity arealso high, with the plant consistentlyachieving the best performance ofO-I’s international operations.Using a recruitment agencyEnsure that your recruitmentconsultancy understands the benefitsof having a diverse workforce and iscommitted to recruitment on the basisof EEO/diversity. A good starting pointin selecting a suitable consultancy is tochoose a member of the EEO EmployersGroup or the Recruitment and ConsultingServices Association.If recruitment consultants use testsof any kind ask for an analysis of howminority ethnic groups perform in thesetests. Most well-used tests will havethis data. If ethnic minorities do notperform well on such tests, advise theconsultants that you would like themto use other strategies.Ask recruitment consultants abouttheir experience in dealing with clientsfrom other cultures, including Māori.SelectionPreparing for the interviewConsider giving the interview questionsto applicants before the interview toenable them to consider answers, havetime to relax and collect their thoughts.A diverse selection panel helps avoidbias or prejudice, and a welcominginterview room will help applicants relaxand communicate themselves moreeasily.The interviewEncourage applicants to open up anddiscuss all aspects of their experiences.Offer a prospective Māori employee, oran existing one seeking a promotion, awhānau interview. This usually involvesthe applicant’s family members and/orfriends attending all or part of aninterview. These interviews can beincorporated very successfully intoselection procedures once policiesare developed and people are trainedto carry them through.Making your decisionConsider all of the attributes theapplicant offers including ones developedoutside paid work. Qualities such asteamwork and innovation may be evidentfrom the applicant’s family, social andcommunity activities.Recognise the additional value Māorican add to your business through theirunderstanding of Māori consumersand the growing Māori economy andbe willing to invest in potential in orderto reap greater rewards over time.InductionA proper welcome and introductiongets things off to a good start.• Explain the culture of the workplace,including its values and expectationsof staff.• Encourage questions about the joband the organisation.• If appropriate, introduce the newemployee to other Māori employees.• Provide as lengthy an inductionperiod as you can.• Some companies welcome their Māoriemployees with a traditional welcome –a pōwhiri.• If appropriate, consider arranging foryour Māori employee to go out intothe community to announce theirnew position and make connections.• As with all staff, implement a regularreview process. This creates anopportunity for the new employeeto raise any issues and enables thereviewer to make sure the person’sskills are being used effectively.Training and developmentConsidering the current labour market,you might need to invest more in trainingand skill development of existingemployees, or employ lesser-skilledapplicants and train them.10

All employees, including Māori,need to have their training and careerdevelopment needs taken seriously andresearch shows that offering workplacebasedlearning is a great way torecruit and retain workers.Offer mentoring• Mentoring fosters professionalrelationships and provides a forumfor constructive and frank adviceto support the career developmentof Māori employees.• Mentoring offers managers andexecutives a cost-effective way ofassisting groups of employees toacquire the knowledge and skillsto operate within a changingenvironment.Analyse training needs• All employees, including Māori, willbenefit from support to define careergoals and create a plan to achievethese goals.• A training needs analysis when theemployee first joins your organisationand each year will help ensureongoing development.• Some Māori may need training inskills that other people may take forgranted, for example, making aformal presentation.• Training in interpersonalcommunication, negotiation skillsand time management could alsobe helpful.Learning by doingExplore with Māori employees whatlearning style best suits them. Learningstyles can differ culturally, and for someMāori experiential learning may be moreeffective than being handed a manualand told to follow it.Support for the long-termunemployedThe long-term unemployed as a group,whether Māori or not, have particularcharacteristics and needs when theybecome employed, either for thefirst time or after a long break.The culture of work, and of workingwith others, is not something thatpeople who have been unemployed fora sustained period of time necessarilyknow or understand intuitively. If youdo employ someone who has beenunemployed for some time, consideroffering specialised trainingand support.Welcome ideas and leadershipYou can leverage competitive advantagesfor your organisation by creating theopportunity for Māori employees toexpress their ideas by encouragingleadership.Enhance skills as MāoriMāori staff are often asked to:• give advice about Māori culture,• help write a Treaty of Waitangi policy,• organise a marae visit,• write greetings in Māori language,• accompany executives to meetingswith Māori.These skills might be naturalstrengths of some staff members;however not all of your Māori staffmay be experienced in these areas.Consider enhancing their skillsas Māori through developmentprogrammes and courses for Māori.Prioritising safetyNew Zealand Aluminium Smelters(NZAS), winner of the 2003 NewZealand Business Ethics Award,provides an example of commitmentand world leadership in healthand safety:NZAS believes all injuries can beeliminated and that no injury isacceptable in its business. The “Goalof Zero” injuries is an integral part ofthe NZAS “Strategic Map” and islinked to key results areas. NZAS wasjudged the World’s Best Performer bythe London-based InternationalAluminium Institute (IAI) in itsannual safety performancebenchmarking in May 2004. In thatyear its lost time injury frequency ratewas 0.45.11

RemunerationInnovative remuneration and rewardspackages may enable you to attractand retain a diverse range of staff.Māori emphasise the interrelatednessof all sectors of life anddislike compartmentalising or strictdifferentiation of roles, believing that aperson is one, whether at work or play.This view is increasingly gaining groundamong all employees, and employers arerealising that there is a real demand forflexible working options and work-lifebalance initiatives.TimeOffering flexible working arrangementsis an extremely effective recruitment andretention strategy. Māori employees mayprefer flexible working arrangements toaccommodate significant cultural events.• Flexitime or flexible working optionsgive people some control over theirstarting and finishing times, shiftrosters, and leave options.• Compressed hours gives employeesthe option of working the standardnumber of hours over fewer days. Forexample, instead of five eight-hourshifts, a worker may do four 10-hourshifts. Others may work a nine-dayfortnight.• Other time-based strategies includeparental leave provisions, time forstudy, and the option for employeesto “buy back” time by reducing hoursand reducing financial remunerationaccordingly.RecognitionMāori have historically engaged inwork not only to meet basic economicneeds but also to meet emotional needsincluding the desire for communityapproval. In the modern workplacerecognition may be particularlyvalued by Māori.Recognition programmes couldinclude awards, special lunches ordinners, family days or gifts.Recognition methods are most effectiveif they are sincere, fair, consistent, timely,flexible, appropriate and specific.KohaThe notion of koha is oftenmisunderstood. Traditionally kohawas an exchange system underpinnedby the principle of reciprocity. Kohais an unconditional gift.When given to an employee, kohacan be a way of recognising the extracontribution the employee has givenin their own time over and above whatthey are paid to do. This may have relatedto giving advice about Māori matters suchas the development of company policyor facilitating a visit to a marae.If you have drawn on the servicesof kaumātua (elders), koha is a wayof expressing your thanks andreciprocating their effort.Some examples of koha are culturalartefacts, food, money, and time.In some cases koha is subject totax. The Inland Revenue Departmenthas produced a guide on this.(See www.ird.govt.nz)Another important aspect of koha is“He kanohi i kitea: a face seen”. Youreffort to attend Māori occasions, suchas p ōwhiri involving an employee,will be much appreciated and addsa meaningful social dimension toyour relationship with Māori.RetentionOccupational health and safetyMāori have relatively high rates ofworkplace accidents, possibly becausemany Māori are employed in high-riskoccupations. Valuing and investing insafety programmes and protection ofstaff is likely to increase commitment andloyalty. It will also reduce lost work timeand other costs of workplace injuries.Prevent harassmentPolicies, procedures and training thataddress harassment and bullying canimprove retention of Māori staff.Communicate clearly to all employeesthe appropriate standards and makeit clear that racism is not acceptableand will not be tolerated within yourorganisation.Often comments that are racist innature are disguised as “humour”.Just because the butt of a particular“joke” laughs does not mean that theperson is not deeply offended.Negative and stigmatising racistlanguage is not acceptable. It’s not aboutbeing “PC”, it’s about being respectful.People can get irritated over mattersreported in the media such as Māori landclaims and Treaty issues and can venttheir frustrations on Māori workcolleagues. Clarifying this issue intraining programmes ensures thateveryone knows that Māori employeesare not to be confronted on, or expectedto engage in debate about, these matters.12

Understanding theMāori worldEmployers who are committed to maximising the potentialof the relationship between their organisation and Māorineed to know about Māori cultural practices.Commonly encountered culturalpractices include:• Karakia• Pōwhiri (pōhiri) and whakatau• Hui• Tangi• Hongi• Mihi• Waiata• Marae customs.This document is not a comprehensiveguide to the complexities and subtletiesof Māori culture, particularly as practicesvary on different marae. Some broadguidelines follow. Speak with Māori staff,contact a trainer or obtain literature witha view to deepening your understandingof practices and protocol.KarakiaKarakia are ritual prayers or incantationswhich place an occasion, venue andpeople under tapu (holiness, sacredness)and address the spiritual requirementsof a meeting.The cup of tea and refreshments at theend of an occasion signifies that tapu hasbeen lifted and everyone and everythingis noa (normal, ordinary) again.Whilst it is important that you honourspecial occasions with a karakia (suchas at a whānau interview, or when youhave a Māori delegation) it is equallyimportant to complete with a cup oftea and refreshments. If you areconcerned about your time you cando this quickly; however, it is criticalthat the symbolism of the refreshmentsand hospitality is respected.Pōwhiri/whakatauA pōwhiri is a welcome ceremony tomark a special occasion. It is a Māoricultural practice that contains deeplyrevered and sacred values.Decisions relating to pōwhiri protocolrest with individual marae. Generallyspeaking, if you have been invited as aguest to a pōwhiri on a marae then youwould follow procedures set by yourmarae hosts.If you are organising a pōwhiri inyour own office you can be involvedin developing the format.A pōwhiri can take 30 - 40 minutes ormany hours depending on the occasion.Not all pōwhiri are long, “hair raisingritual encounters” as Prof. Hirini MokoMead points out. Many are “low-keyand friendly affairs”. 5Many workplaces provide a pōwhirito welcome new Māori employees.Whakatau are less formal greetingceremonies, and vary from iwi to iwi,group to group. In general, the formatwould include an initial greeting bya kaumātua, hongi, waiata, a replyfrom the visitors, refreshments andclosing prayer.Speakers on the paepae tapu (a sacredorator’s bench) embody the sacrednessor tapu of the ceremony, and thereforeusually sit apart from the rest of theirgroup. This might be in front of the restof their group, or in a separate area.HuiHui simply means a gathering orassembly of people who come togetherfor a particular purpose. Protocols forconducting hui are often determinedby local iwi and marae custom.Hui can take place in a numberof venues including small seminarrooms and large meeting houses.A hui usually has a very specificpurpose often called a kaupapa.14

Some hui are formal debatingforums to air all points of view in orderto reach decisions through consensus.These hui take time and skilfulfacilitation.There are many other kinds of hui,some of which are simply familygatherings. Sometimes hui (or wānanga)have a training and information focus.TangiA tangi is a type of funeral service andis a time for mourning and for farewellingsomeone who has died. It is an occasionfor supporting the family of the deceasedthrough a process of grieving.A tangi generally lasts up to three days.People will often travel long distancesto attend a tangi.The tangi system relies on peoplecontributing their time and support. Māoriemployees may feel a strongcommitment to “show their face” andsupport tangi with their presence, often inthe “back room” washing dishes,preparing food and caring for visitors.If you want to attend a tangi try and doso with Māori colleagues. If you do notknow anyone else attending, wait untilanother group arrives at the tangi andmove in with them. Follow their lead;for example, sit on the same side as thegroup you entered with and watch howthey express with the tūpāpaku (body).Add your koha to the group you areentering with. Note that some maraestop receiving mourners at sundown.It is common practice to offer a koha,usually in the form of money, to thefamily or marae.If you have visited the urupā (burialground) be sure to sprinkle water overyour hands as you leave. There willusually be bottles of water by the gate.HongiYou may be required to hongi at a formalevent. The tangata whenua (local Māori)will form one line and manuhiri (visitors)another line. You will be invited forwardby the taumata (paepae/speakers) tohongi. Grasp the other person’s hand,as with a handshake, lean forwardand gently press noses and foreheadstogether; forehead to forehead, noseto nose, breath to breath.The hongi enables you to share themauri (life force) of the event. Bothparties, tangata whenua and manuhiri,are symbolically joined together as one.Often a hongi may be followed byshaking of the hands. Some, but noteveryone, may also kiss women onthe cheek. Follow the example ofthose Māori ahead of you.MihiA mihi is a greeting. It takes place atthe beginning of a gathering or meetingafter the more formal pōwhiri. Mihiare generally in Māori language.The purpose of mihi is to establishlinks with other people present.Greetings given in Māori often includethe words “Tēnā koutou, tēnā koutoukatoa” which means “Greetings,greetings to you all”.Mihi can involve individuals standingto introduce themselves by sharing theirwhakapapa (genealogy, ancestral ties)and other relevant information.Culturally, it is important for Māorito know and be able to sharetheir whakapapa – to know one’swhakapapa is to know one’s identity.Mihi can vary in length dependingon the reason for the gathering, howwell the individuals know each otherand their links to one another.During a mihi, a person will usuallyidentify specific geographical featuresassociated with their tribal area includingmaunga (mountain), awa (river), moana(sea). They may also identify waka(ancestral canoe), hapū (sub-tribe),iwi (tribe), marae, and sometimes anancestor. This information is consideredmore important than the individual’sown name.Incorporating Māori ritualToll NZ Consolidated is a 24-7operation which offers rail,road, sea, air and port logisticsthroughout New Zealand. At leasttwo-thirds of Toll NZ’s 3,000 strongworkforce are operational, oftenundertaking dangerous work.Of this group, approximately 15%are Māori or Pacific Island.In 1989, a Māori network called TeKupenga Mahi (TKM) was initiatedby a group of Māori employees.TKM enables Māori staff tocollectively present Māori issuesto the company. The network alsoprovides advice to the companyon policy development and othercultural matters. TKM is opento all staff.Its mission statement is: “TeKupenga Mahi in partnership withToll NZ will strive to promote awork environment whereby Māoristaff are able to promote aspectsof their culture and values andcontribute to the growth ofToll NZ.”In 2001, Te Pure (ritual cleansingof sites and machinery) wasinitiated.Te Pure allows the lifting oftapu from a work site, vehicle ormachinery that has been involvedin an accident leading to seriousinjury or death. In Te Pure, akaumātua (elder) recites karakia(prayers) while cleansing themachine or land with water.Anyone is welcome to attend theceremony, which can provide peoplewith a sense of closure and a finalchance to say goodbye.15

If you are not familiar with giving amihi a Māori staff member could assist,or visit Te Taura Whiri’s website for alist of translators. (See “Where tonext”)WaiataSpeeches are almost always followedby a waiata (song).Often the group will decide prior tothe occasion what waiata they will singto support their speaker(s). It is idealif you are able to learn this prior to theevent. If you have not learned a waiatait is recommended that you stand upto support your speaker even thoughyou may not sing. Stand slightly behindthe speaker.It can ease anxiety if your workplaceknows at least one waiata. A numberof waiata are appropriate for almostany occasion, for example:Te ArohaTe Aroha (love)Te Whakapono (faith)Te Rangimarie (peace)Tatou tatou e (be amongst us all)E hara i te meaE hara i te mea (it is not a new thing)No naianei te aroha (now that is love)No nga tupuna (comes from theancestors)Tuku iho, tuku iho (handed down throughthe passages of time)Marae customsEach marae has its own customs.However, the following list will minimiseyour chances of causing any offence.As a general rule of thumb, follow theactions of more knowledgeable visitors.• Prior to the formal welcome, do notwalk on the area in front of the meetinghouse. Walk around the sides if youneed to.• No alcohol is permitted on the maraearea (each marae decides whetheralcohol is permitted at functions).• No food is to be eaten inside themeeting house; some marae do notpermit water, others are more flexibleabout this. Do not smoke inside.Switch off mobile phones.• Usually those who are from the marae(the tangata whenua) sit on the righthandside, and visitors (the manuhiri)sit on the left-hand side.• Take your shoes off before entering themeeting house (if you have an all-daymeeting in winter take warm socks!).• Do not sit on pillows.• If someone is lying down do not stepover them. Walk around them instead.• If you arrive when someone is speaking,it is best to wait and enter quietlywhen they have finished.• In the whare kai (the eating house)do not sit on tables. This goes for anysituation, whether in a Māori home,marae or elsewhere. Do not smokeinside a whare kai. Do not pass foodover someone’s head. Do not placeitems that you use on your head, forexample a hat or a comb, on the tables.BooksTwo books with good explanations ofMāori protocol and customs are:• Tikanga Māori: Living by Māori Valuesby Hirini Moko Mead. Published by: HuiaPublishers. 2003. ISBN: 1-877283-88-6• Te Marae: A Guide to Customs andProtocol by Hiwi & Pat Tauroa.Published by: Reed Publishing (NZ) Ltd.2003. ISBN 0-7900-0055-5The Ngai Tahu approachShotover Jet is a publicly listedcompany 88% owned by Ngai TahuTourism. The Shotover Groupinvolves a number of subsidiarycompanies including Dart RiverSafari, Shotover Queenstown,Hollyford Valley Walks, FranzJosef Glacier Guiding (50/50joint venture), Huka Jet, Jet Fijiand Rainbow Springs.Externally, Shotover identifies itsrelationship with its shareholders,including Ngai Tahu, as being veryimportant. There are four directorson the Shotover Board. Two ofthe directors are Ngai Tahuappointments.Shotover engages with itsstakeholders at multiple levels. At thetribal level it participates in the NgaiTahu hui-a-tau with representationfrom senior managers. Shotover seesthis as a natural part of maintainingeffective relationships with itsshareholders.Shotover’s Commercial Manager,Rakihia Tau, notes: “From a NgaiTahu perspective – good financialresults are obviously important.However, it goes a lot deeper thanthat. At the end of the day I believeour Ngai Tahu shareholders wantto also have a sense of pride in theircompanies. That pride might bereflected in obvious things suchas financial results, good press,excellent employers and the like.However, it could also be measuredin more simple things, suchas having a recognised brandincorporating something that isimportant to Ngai Tahu people.Good performance in areas likethis will give shareholders apersonal and emotional stakein the company.”17

Working with MāoribusinessesUnderstanding the distinct approach adopted by many Māoribusinesses can enable you to build stronger relationships withMāori business, gain further insight into your Māori employeesand learn how your business could further its progress.There is no single way of describing aMāori business. However, the followinggives a broad guide to the ethos drivingMāori organisations. Māori businesscan be described using the Four Psapproach of:• Purpose• Principles• Practices• Performance measurement 6PurposeThis is the stated reason for whichthe business exists. A distinctlyMāori business for example, might:• Aim to optimise cultural, social,environmental and economicwealth over generations.• Operate in terms of collectiveshareholder value. For example,there is no free entry and exit ofshareholders.• Use profits to help develop socialcapital, which in turn benefits theshareholders as they are membersof the community.• Apply social responsibility throughoutthe business.• Seek to protect and enhance thephysical environment.• Take account of shared cultural values,both Māori and those of others in thecommunity.PrinciplesThese are the beliefs that guide thebusiness’s actions. In addition tocommercial principles a Māori businessmight be guided by principles such as:• Iwitanga: expression and celebrationof those qualities that make an iwior hapū unique.• Kotahitanga: respect for individualdifferences and the desire to reachconsensus, unity and solidarity.• Kaitiakitanga: stewardship orguardianship of the environment.• Manaakitanga: caring, sharing andhospitality.• Whanaungatanga: the bonds of kinshipthat exist within and between whānau,hapū and iwi. It is also used broadly inan organisational context to denotebuilding and encouraging relationships.• Tau utuutu: acts of giving back orreplacing what you receive, theprinciple of reciprocity.• Urunga-Tu: developing a spirit ofmutual respect and responsibilitythrough participation.PracticesThese are the actions that anorganisation takes to fulfil its purpose.Māori business practice may address theconcerns of stakeholders, includingshareholders, customers, employees,suppliers, the community and theenvironment.Examples include:• Community dialogue and partnerships.• Environmentally, socially and culturallyresponsible production and productdevelopment.18

• Employee training in Māori languageand culture.• Long-term partnerships with suppliers.• Profitability and investment of dividendsin initiatives benefiting shareholdersand stakeholders alike.Performance measurementPerformance measurement is the waya business measures how effectivelyits practices are fulfilling its purposeand reflecting its principles.A sustainable Māori business accountsfor cultural, social and environmental,as well as economic, performance.This involves quantitative and qualitativemeasures, using both stakeholderperceptions and business data todetermine performance. A Māoribusiness also takes account ofintangible concepts such as“mauri” or life force.Questions to consider whenworking with Māori• What sort of relationship do youwant with Māori?• What do you hope to gain fromthis relationship?• How do you see Māori benefitingfrom this relationship?• What strategies would you use todevelop this relationship?• What mechanisms (or techniques)do you think will facilitate thesestrategies?• What do you see as the optimaloutcomes of this relationship?Valuing cultureThe Ministry of Social Development(MSD) is New Zealand’s largestgovernment department with over6,580 staff working out of 170locations throughout the country.Te Aratiatia is a leadershipdevelopment programme for Māoriand Pacific staff currently workingin MSD in non-managementroles. The aim of the programme,launched in 2001, was to prepare agroup of “high performing” stafffor management roles within MSDby developing their leadership andmanagement skills, and helpingthem to learn more aboutthemselves and the organisation.Between 2001 and 2004 there werethree Te Aratiatia programmesconsisting of four one-week blocksof training covering managementskills and opportunities to assessand develop self-awareness skills.Leaders from MSD and the otherpublic service organisationspresented to the group on theirown career and managementexperiences. Each week of trainingwas followed by two weeks’ workon a project allocated to them bytheir region/business unit.Out of 35 participants, 16 (47%)have been appointed to managementpositions. This has contributed to anincrease in the percentage of Māoriand Pacific staff in new managerpositions from 23% in 2001 to41% in 2005.Te Aratiatia recognises thatparticipants’ cultural identity,knowledge and skills add richnessand value to MSD and encouragesparticipants to see these asstrengths.19

Frequently asked questionsWho is a Māori?“There are no full blooded Māori left inNew Zealand so how come someone with1/24th Māori can claim to be Māori?” isthe type of question often posed to Māori.There are several ways of looking at this.On the electoral roll individuals cananswer the question “Are you a NewZealand Māori or a descendant of aNew Zealand Māori?” Their responsesindicate that a large number of peoplefeel primarily, or to an importantdegree, Māori. 7Although many Māori live away fromtheir tribal area (some estimates arethat about 20% of Māori have no tribalaffiliation) 8 many individuals feel a strongconnection to the Māori communityand cultural life.Some attributes may contribute toan individual’s sense of being Māori.For example, they may belong to a Māorigroup or network, they may be studyingor already skilled in speaking Māori,and they may have contact, regular orsporadic, with their tribal home, or theymay socialise with Māori companions.They may be on a land trust orparticipate as a whānau member.There is no grand checklist thatwhen all the boxes are ticked someonequalifies as being Māori.How come one Māori personsays to do it one way andanother says to do it differently?Not all Māori share the same culturalexperiences or understandings. Thereare also marked differences with respectto the gender and iwi affiliations andupbringing experienced by Māori.These differences are a naturalpart of a dynamic living culture.The rule of thumb is to consult andfollow the guidance of the tangatawhenua (the local Māori) of the areayou are living in.Is Pākehā a derogatory term?No. The word Pākehā was first used inthe early settlement period to describeanyone who was not Māori.While Pākehā has a variety ofmeanings, it is principally used to referto New Zealanders of British or Europeanancestry. For people several generationsremoved from their European or Britishorigins, describing themselves, or beingdescribed as, Pākehā can mean that theyidentify as part of a culture unique tothis country.The term New Zealander, which isoften suggested as an option, refers tonationality, not culture. The descendantsof early British settlers are different fromMāori, but all are New Zealanders. 9What are Māori lookingfor in a job?Research has identified that many Māoriprefer to work in environments whichsupport certain attributes.Competition is a strong motive, buttakes a social form rather than beingdriven for ego-enhancement. Māorioften compete with others to earn theirpraise, but not if this results in a declinein their relationships with colleagues.Competition between groups ispreferred to individual contests.Consultation is preferable to an“authoritarian” approach.Many Māori wish to connect workwith the rest of their lives and avoid strictcompartmentalising of work and otherroles. They aspire to congruency as aMāori across all dimensions of their life.Is the Treaty of Waitangiimportant to my business?The Treaty of Waitangi is a covenantbetween the Crown and Māori.Businesses that are not Crown entitiesare not required to include the Treatyof Waitangi in their business policiesand practices, although many do.Just as all New Zealanders areencouraged to gain an understandingof the Treaty and the intentions of thesignatories, so too are businessesencouraged to understand it.Some organisations take a positiveand proactive stance, and offer trainingon the Treaty for their employees.This creates an opportunity to betterunderstand Māori staff, customers,business partners and the widercommunity.Operating within the spirit of theTreaty is important if you are undertakinga strategic alliance with Māori, anddeveloping an understanding of theTreaty will enable better appreciationof government processes, for exampleTreaty references in the ResourceManagement Act 1991.Applying the Treaty principlesof participation, protection andpartnership can enhance therelationship all employees havewith a business.You may hear references by Māorito “Te Tiriti” – this refers to the Māori –language version with 512 signatureswhich many Māori consider to be themost legitimate document available.There are significant points ofdifference between the two versions.20

What do demographics have todo with the skills shortage?Like many other countries, New Zealandhas an ageing population, with thenumber of people aged over 65 expectedto double by 2050. The cost of providingretirement income, in the form of NewZealand Superannuation, is expectedto double in this period.By 2021, half the New Zealandpopulation will be over 39.8 years of age,whereas half of Māori will be under 26.8years of age and the proportion of theNew Zealand population who will be over65 (17.6%) will be close to the proportionof the young Māori workforce (19%).Future retirees have a vested interestin ensuring that the working-agepopulation, an increasing proportionof which will be Māori, is successfullyengaged in the workforce now.While the rate of Māori participationin tertiary education has grown from7.4% in 1998 to 20.2% in 2003, 10 manyMāori are underskilled for new jobs.What does “social capital”have to do with business?Social capital refers to the collectivevalue of social networks and theinclination to do things for others.According to a 2005 MasseyUniversity study, many people leavetheir job because they cannot get onwith people at work. By developing socialcapital in the workplace your employeesare better able to enjoy constructiverelationships with each other. The moreeffectively employees work together,the more they help each other out,and the better they get on with clientsand customers. 11Research has shown that Māori placea high value on harmony, relationshipsand group accomplishment. 12 Māori tendto be “collectivist entrepreneurs”, whichmeans they readily contribute andbelieve they are a key part of the group.Theyare likely to feel personally responsiblefor the group result and are orientedtoward sharing group rewards.Employers can harness Māori capacityat social capital building and channelit to improve the social capital in theworkplace.Can organisations collectinformation about the numberof Māori working for them?Human rights legislation does notprohibit the collection of personalinformation. Employers can ask forpersonal information provided theintention and process are consideredand transparent, the aim of gatheringinformation is valid for planningpurposes, employees do not feeltargeted, there is a genuine feelingof trust between the parties, and theanswers are not used to disadvantagethat person in any way. However,employees cannot be required toprovide the information.Monitoring ethnicity“TVNZ decided to beginmonitoring its performance onequal employment opportunities atthe end of 2003. This made absolutesense for us, not only because ofour new TVNZ Charter with itsstatements about support forcommunities and for wide audienceinclusiveness, but because we areourselves a diverse workforce andit was time to check how equitablyopportunities presented themselvesto our employees.”“ . . . We discovered that less thanhalf of our people were interestedin describing themselves in termsof ethnicity and that, where therewas dual ethnicity and one half wasEuropean, they generally chose toidentify themselves as European.This was a surprise and also, ofcourse, makes it very difficult to getmeaningful data. We notice, though,that most job applicants and newjoiners are more open to it, so overtime the proportion of employeesreporting ethnicity will grow.”Sidney Smith, former Head ofHuman Resources, TVNZ21

Where to next?Cultural Awareness TrainingMāori cultural awareness trainingoffers valuable skills and is particularlyimportant for staff dealing regularlywith Māori employees or customers.Approach a local Māori languagetrainer or university to find out aboutcultural awareness programmes.Employment Relations ServiceProvides basic information onlaws relating to the workplaceand outlines the main rights andobligations of employers andemployees.www.ers.dol.govt.nzFuture of WorkThe Department of Labour’s Futureof Work programme aims to increaseunderstanding of future trends inwork and their implications forthe workplace, the workforce,and employment opportunities.www.futureofwork.govt.nzKiwiCareersFunded by the New Zealand Government,and developed and maintained by theCareer Information Resources Unit,KiwiCareers is a portal containinglinks to other sites. There is a Māorilanguageversion of the web content.www.kiwicareers.govt.nzMāori Business NetworkThere may be a Māori BusinessNetwork centre in your area. ContactTe Puni Kōkiri which is setting up anational database of these networks.www.tpk.govt.nzNew Zealand Business Councilfor Sustainable DevelopmentA coalition of 50 companies with a statedcommitment to social and environmentalresponsibility as well as financialsuccess.www.nzbcsd.org.nzNew Zealand Centre forBusiness Ethics and SustainableDevelopmentProvides research and educationto support sustainable business.Its activities include the annualManagement magazine Top 200Business Ethics Award.www.nzcbesd.org.nzPoutama Māori Business TrustSeeks to facilitate economic growthfor Māori and to create an environmentin which Māori entrepreneurs andbusinesses can flourish. Provideslinks to Māori businesses and services.www.poutama.co.nzSustainable Business NetworkA forum for businesses interested insustainable development practices.Contains useful tools and resourcesincluding how to progress sustainabledevelopment reporting.www.sustainable.org.nzTax and kohaContact the Inland Revenue Departmentfor their booklet Payments and giftsin the Māori community (IR278).www.ird.govt.nzTe Puni KōkiriThe Government’s principal adviseron Māori issues. Offers a range ofresearch publications and reports.www.tpk.govt.nzTe Puna Web DirectoryTe Puna Web Directory contains linksto iwi rūnanga and other websites.www.webdirectory.natlib.govt.nz/dir/en/nz/Māori/Te Taura Whiri, the MāoriLanguage CommissionProvides the following Māori languageservices:• A checking service for documentstranslated into Māori.• Translations of formal written requests.• Referrals to translators.• Certification of interpreters andtranslators.• A list of training institutes forlearning te reo Māori.www.tetaurawhiri.govt.nzThe Federation of MāoriAuthorities Inc.A Māori business network with linksto Māori industries and business.www.foma.co.nzThe National Library of New Zealand– Te Puna Mātauranga o Aotearoaand Alexander Turnbull LibraryMajor collections on Māori history,culture, politics, literature, life andwhakapapa. www.natlib.govt.nzThe Providence Report – Hula HakaResearch on the young Pacific Islandand Māori populations.www.providencereport.co.nzTools for Tapping Into TalentA recruitment training tool designedfor people involved in recruiting staffin New Zealand. It includes ideas,exercises and discussion starters toensure staff selection is based on merit.www.eeotrust.org.nz/toolkits/talent.cfm22

GlossaryTreaty of Waitangi resourcesand trainingFor a concise account of the Treaty ofWaitangi and the events surrounding it,visit the Government’s Treaty of Waitangiwebsite. www.treatyofwaitangi.govt.nzThe Waitangi National Trust offerstraining on the principles of the Treatyand its practical applications. Contactthe Education Officer, Waitangi NationalTrust, phone (09) 402 7437 or 402 6719,or email edofficer@waitangi.net.nzTuhonoTuhono lists iwi user organisationsthat are mandated by law.www.tuhono.netWorkbaseAn independent non-profit organisationthat improves literacy, numeracy,language, information technology andcommunication skills. It offers:• Workplace learning solutions• Research, developmentand information• Practitioner and provider support.www.workbase.org.nzWorksiteA website focusing on employmentissues with links to other relevant sites.www.worksite.govt.nzWork and IncomeProvides job assistance and advice. Theperson you employ may qualify for wagesubsidies and/or training and supportif they have been unemployed for sometime.www.workandincome.govt.nzarohahapūhongihuiiwiiwitangakaimahikaitiakikaitiakitangakarakiakarangakaumātuakaupapakohakotahitangakuiamahimanamanaakitangamanuhirimaraelove, compassion,empathy, caring forotherssub-tribe, clantouch noses whengreeting each othergathering, meetingtribe, peopleexpression andcelebration of thosequalities that makean iwi or hapū uniqueworkerguardiansprotectionincantation, prayercall of welcomeelder or eldersplan, scheme, topicdonation, giftpartnershipfemale elder or eldersworkprestige, statusprotection, blessingsvisitorsmeeting area ofwhanau, hapū or iwi,community buildingsmātauranga Māori Māori knowledgemaurimihimihilife forcegreetingPākehāporoporoakipōwhiri, pōhirireoroherūnangaTa utuututangata whenuatangihangataonga tuku ihotaputikangaa person ofpredominantlyEuropean descentfarewellwelcomelanguage, voicegeographical area,territoryMāori tribalorganisation, councilthe principle ofreciprocityhosts, people of theland, maraemourning, to cry,funeralgift of the ancestors,precious heritagestate of being setapart, sacredMāori practices,protocolstino rangatiratanga self-determinationurunga-tuwairuawānangawhakamāwhakapapawhānauwhanaungatangaparticipationsoul, spiritMāori tertiaryinstitutionembarrassment,reticence, shynessgenealogyfamily, extendedfamilyrelationships, kinshippaepaemain speakers andplace where they sit23

References1Keiha, Pare (2005). Hui Taumata 2005Stimulus Papers Hui Taumata 2005, Wellington.2The Jobs Letter (7 April 2005).www.jobsletter.org.nz.3Laurie Bunting, managing director SwannGroup, cited in Bland, Vikki (01 October 2005).Diversity Pays Dividends. New Zealand Herald.4Data taken from the following sources: NZ Instituteof Economic Research (Inc.); Māori EconomicDevelopment: Te Ohanga Whanaketanga Māori;Whitehead and Annesley The Context for MāoriEconomic Development: A background paperfor the 2005 Hui Taumata.5Mead, H. M. (2003). Tikanga Māori – Living by9Human Rights Commission (2006). Use of theword “Pākehā”. www.hrc.co.nz10Whitehead, John and Barbara Annesley (2005).The Context for Māori Economic Development: Abackground paper for the 2005 Hui Taumata. HuiTaumata 2005, Wellington, The Treasury. www.huitaumata.maori.nz/pdf/context_maori_dev.pdf11Bone, Alistair (2006, March 18). The Scienceof Happiness. Listener.12Frederick, H. & Henry, E. (2004). Innovation andEntrepreneurship amongst Pākehā and Māoriin New Zealand. In C. H. Stiles & C. S. Galbraith(eds.), Ethnic entrepreneurship: Structure andprocess (pp. 115-140). Oxford, UK: Elsevier.Māori Values. Wellington, Huia Publishers.6Spiller, R. (1999). Business Ethics, Investmentand Socially Responsible Business: A NewParadigm Business Perspective. Departmentof Management and Employment Relations.University of Auckland.Cover: Quote by Meri Ngaroto. See Parker,Wiremu (1978) The Substance That Remains,in Thirteen Facets. Ian Wards (ed.) Wellington:Government Printer, pp 169-1987James, Colin (2005). Four million people in searchof an idea. Colin James’s notes for the State of theNation series at HolyTrinity Cathedral, Parnell,24 July 2005. www.synapsis.co.nz/speeches_briefings/Nationhood_05Jul24.htm8Whitehead, John and Barbara Annesley (2005).The Context for Māori Economic Development: Abackground paper for the 2005 Hui Taumata. HuiTaumata 2005, Wellington, The Treasury. www.huitaumata.maori.nz/pdf/context_maori_dev.pdf24

Published by the EEO Trust July 2006Extracts from this document maybe copied and quoted with permissionand acknowledgment.For further information contact:EEO TrustPO Box 12929PenroseAucklandPh: 64 9 525 3023Fax: 64 9 525 7076Email: admin@eeotrust.org.nzwww.eeotrust.org.nzISBN 0-9582233-3-5