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For a fixed fee, you have unlimited 24/7 access to expert advice for HR and Health & Safety at Work challenges, and to our Employee Assistance Program (EAP) so your staff and their family can call our professional counselling service.
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Thousands of small and medium sized business owners have chosen Peninsula for HR and Health & Safety support. Discover what they have to say.
"My experience with Peninsula has been great. The documentation provided has really improved our Health and Safety systems and taken us to a higher level."
8 employees Transport and Logistics
Olivia Allan, Business Improvement Lead
GCA Logistics Limited
"The MAD MEDIA management greatly appreciated Peninsula's support during a restructure. It was reassuring to know we were doing "the right thing" by New Zealand law. We highly recommend Peninsula to SMEs that don't have an in-house HR specialist."
5 employees Office
Jacques Schoeman, Director
Mad Media Ltd
"We have been a Peninsula client for over 5 years. The team is friendly, professional and helpful. As a Practice Manager you face issues that need professional advice. That's where Peninsula played a role in solving my issues. Thank you team."
9 employees Healthcare & Medical
Dyllis Williamson, Practice Manager
ProHealth Family Medical Centre
"It has been awesome to work with Peninsula, the team has helped me immensely with getting to know the system and how to navigate our Health and Safety. "
2 employees Construction
Conrad Reynecke, Director
Cali Comfort Solutions
"Not any manager can be an HR manager. Peninsula, they have a technical support team 24/7. They know the regulations, they know the updated policies and procedures. So, why not?"
20 employees Veterinary Care
Mudher Alrahmani, Practice Manager
Vets for Pets
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Blog
What is an Employee Assistance Program (EAP)?
An Employee Assistance Program – more broadly known as EAP – is offered by employers to help employees, and often their immediate family members, maintain or improve their mental health and wellbeing. An EAP program is designed to help individuals address a range of personal and work-related issues. It offers a safe, non-judgemental, and confidential counselling service focused on providing mental health and wellbeing support from qualified counsellors. One of your employees may be struggling with a relationship breakdown, financial stress, family violence, depression and anxiety, loss of a loved one, gambling, alcohol or substance addiction. You may be unaware an employee is silently dealing with one of these life challenges until it impacts their work performance or attendance. What are the business benefits of EAP services? As a small to medium sized business owner or manager you have first-hand experience of the challenge of attracting and retaining high performing employees. The benefit of an employee assistance program is its accessibility. The service provides employees with coping strategies and resources. This support allows them to better manage personal and work-related stress they find overwhelming. Helping to maintain productivity, ultimately benefiting your business. By supporting employee wellbeing and job satisfaction through an EAP, you can improve staff retention and reduce the need for frequent hiring and training. Healthy and happy employees are more engaged in both your business and their role, reducing absenteeism and increasing overall workplace morale. Employees can access help knowing their concerns will be handled discreetly and professionally. They are able to be open and honest about their challenges without the fear of judgment or repercussions in the workplace. An EAP typically includes telephone counselling, face-to-face sessions, and online resources. Some employees may be referred to specialised or long-term support if needed. The cost of mental health to business It's often thought mental health challenges affect employees in large corporations in high-pressure, high-stress roles working long hours, or are in specific industries such as healthcare or the legal profession. In reality, SMBs are often more vulnerable to the financial and operational impact of mental health issues. Absenteeism, reduced productivity, and increased workplace health and safety compensation claims as well as high staff turnover is costly for small businesses. As a small to medium sized business owner in New Zealand, the impact of poor mental health is substantial as you have fewer staff to cover for absent colleagues. This reduces productivity, increases workloads, and creates a higher level of stress and fatigue for remaining employees. As a consequence, this could lead to further instances of mental health challenges, stress leave and high employee turnover. Psychosocial hazards and EAP For some time, the focus of health and safety at work has been reducing hazards that could potentially cause a physical injury. In more recent years this has expanded to include psychosocial hazards, which can impact an employee’s mental health and wellbeing. Psychosocial hazards can include: Job demands: An excessive workload, unrealistic expectations leading to project failure, or tight deadlines requiring long work hours leading to fatigue. Employee support: A lack of management or supervisor support, poor co-worker relationships, or limited access to essential resources. Conflict: Workplace violence, verbal or physical intimidation, bullying, or sexual harassment. Role clarity: Unclear job expectations, responsibilities, or performance standards. Lack of recognition: Minimal or no recognition for achievements or contributions. Work isolation: A lack of social interaction or support of remote or isolated employees. An EAP and management of psychosocial hazards are connected. An EAP can play a key role in reducing the effects of psychosocial hazards by providing early intervention services for employees facing workplace stress, bullying, harassment, sexual harassment or interpersonal challenges. Effectively managing psychosocial hazards requires a proactive approach, including identifying and minimising hazards in the workplace. Absenteeism and presenteeism Mental health issues are a leading cause of unscheduled absenteeism. However, presenteeism, where employees attend work but are unproductive, can be an even greater problem. An employee struggling with their mental health may be physically present but functionally absent. Their ability to concentrate and perform tasks effectively is reduced, which could result in safety risks to other employees. This lack of focus can create a work backlog, result in missed deadlines, and a decline in output. The connection between poor mental health, productivity, and absenteeism can be difficult to identify at first and even harder to manage. The stress and anxiety associated with mental health issues can then manifest in physical symptoms, leading to increased sick days and further absenteeism. An EAP program can help employees address challenges before they escalate and impact their personal and professional lives. Providing Employee Assistance Program services should not be considered a perk, but rather an essential part of your business. You’re investing in the ongoing health and wellbeing of your employees. It not only improves morale, productivity, and reduces absenteeism, an EAP can attract and retain top talent by building your reputation as an employer of choice that places the welfare of your employees first. To find out more on how offering EAP services to your team can help them better manage difficult situations, contact the team at Peninsula to learn about our 24/7 counselling helpline and other EAP services.
Guide
Parental Leave and Employment Protection Act 1987
The Parental Leave and Employment Protection Act 1987 (the Act) is New Zealand legislation that aims to: Set minimum entitlements with respect to parental leave for male and female employees Protect the rights of employees during pregnancy and parental leave Entitle certain individuals to up to 18 weeks of parental leave payments Parental leave payments The main purpose of the Act is to give natural biological parents and other individuals who are the permanent primary carer of any child under the age of six the right to receive paid parental leave entitlements, and under the right circumstances, gain access to government-assisted paid parental leave. The Act clearly outlines the criteria for employers to follow and the entitlements that employees with single or multiple jobs can receive. The Act also specifies the threshold employees must satisfy to be entitled to parental leave payments and other benefits. Parental leave and parental leave payments are separate entitlements, with different requirements and processes. Parental leave is time off work to look after a new baby or child in the employee's care and is managed by the employer. Parental leave payments are funded by the government and paid by Inland Revenue (IRD). Even if employees do not meet the requirements to take time off on parental leave, they might still be able to receive a payment from Inland Revenue- for example, if they resign. Self-employed individuals can also apply for parental leave payments. Who is a primary carer? According to the terms of the Act, a primary carer is defined as: A female who is pregnant or has given birth to a child Her partner, if she has transferred all or part of her entitlement to a parental leave payment to her partner (or if they have succeeded it), in which situation the partner is the primary carer for the period of time the entitlement is transferred A person, other than the birth mother or her partner, who takes permanent primary responsibility for the care, development, and upbringing of child who is under the age of 6 years ‘Partner’ is defined as the spouse or partner of the mother or nominated primary carer, who can be male or female, same sex or different sex. Key Points for Businesses As an employer, it is important to understand the terms and conditions of the Act. By having fair parental leave policies in place, it means employees can transition into their primary carer responsibilities without fear of losing their existing employment or financial aid. Below are some key employee entitlements that must be considered when creating and implementing a parental leave policy: For an employee who meets the 6-month employment test An employee meets the 6-month criteria for parental leave if they will have been employed by the same employer for at least an average of 10 hours a week in the 6 months before the due date of the baby, or the date they or their partner becomes the primary carer of the child. Up to 26 weeks of primary carer leave If the employee is eligible to receive parental leave payments, up to 26 weeks of government-funded parental leave payments An employee who does not meet the 6-month employment test but who meets the parental leave payment threshold test is entitled to: If the employer agrees, a period of negotiated carer leave, and Up to 18 weeks of parental leave payments and up to 13 weeks of preterm baby payments For an employee who meets the 12-month employment test An employee meets the 12-month criteria for parental leave if they have been employed by the same employer for at least an average of 10 hours a week in the 12 months before the due date of the baby or, the date they or their partner becomes the permanent primary carer of the child. Up to 26 weeks of primary carer leave Up to 52 weeks unpaid extended leave (including up to 26 weeks of primary carer leave taken) If the employee is eligible to receive parental leave payments, up to 26 weeks of government-funded parental leave payments For spouses and partners who will be the child’s primary carer If they meet the 6-month employment test, up to 1 week of partners leave and up to 26 weeks extended leave, to be shared with the child’s primary carer. The mother can transfer up to 26 weeks of parental leave payments to partner if the partner is the primary carer for this time. If they meet the 12-month employment test, up to 2 weeks of partner’s leave and up to 52 weeks extended leave, which may need to be shared with the child’s primary carer. The mother can transfer up to 26 weeks of parental leave payments to partner if the partner is the primary carer for this time. Self-employed persons may take as much parental leave as they wish and, If they meet the parental leave payment threshold test, receive up to 26 weeks of parental leave payments if they are not working to take care of the child. Rights and Obligations After Commencing Parental Leave According to the Act, an employee’s position must be kept open in the case of parental leave not exceeding four weeks and, unless there is a case of redundancy, or where a temporary replacement is not reasonably practical due to it being a key position, must be kept open in the case of longer periods of parental leave. Whether the role is considered a key position will depend on the size of the employer’s enterprise and the training period or skills required to do the job. Other factors that employers need to be aware of after commencing parental leave include: An employee is entitled to go back to work for occasional Keeping in Touch days (KIT) for a total of 64 hours during parental leave, with certain restrictions An employee is not considered to have returned to work if he or she performs these 64 hours or fewer of paid work during the parental leave payment period An employee can request the early ending or extension of parental leave in certain circumstances, but usually the employer needs to agree to it. An employee may return to work early without the need for permission from the employer if: The employee or their spouse or partner suffers a miscarriage The child is stillborn or dies, or If the employee or the employee’s spouse or partner fails to become or ceases to be the primary carer of the child Simplify your HR and HSW Wondering how to apply parental leave for your employees? Having issues tracking leave requests? Peninsula offers a comprehensive suite of software specially made for your business. Along with access to our software, you also get a 24/7 advice line, resources and documents tailored for you and your employees. Call us on 0800215030 to learn how we can help you. This article is for general information purposes only and does not constitute as business or legal advice and should not be relied upon as such. It does not take into consideration your specific business, industry or circumstances. You should seek legal or other professional advice regarding matters as they relate to you or your business. To the maximum extent permitted by law, Peninsula Group disclaim all liability for any errors or omissions contained in this information or any failure to update or correct this information. It is your responsibility to assess and verify the accuracy, completeness, and reliability of the information in this article.
Guide
Wage and Payments - Final Pay
When employment ends, the employer must pay the employee their final pay which is comprised of multiple components. This includes any outstanding wages and any entitlements that need to be paid when an employee leaves the business. When the employee receives this payment depends on the employment agreement, but most final payments are made in the pay cycle when employment ends. In some cases, employees may be entitled to payment for public holidays that fall after the end of their employment. Annual leave The final holiday pay calculation will depend on how long the employee has been employed. If an employee has been working for under 12 months, they will not be entitled to annual leave. In this case, the employee must be paid out any of their accrued annual leave. The final holiday payment is calculated at 8% of the gross earnings during the employment period. If an employee has been working for over 12 months, the calculations are slightly more complicated, please refer to the Peninsula guide on calculating holiday pay for more information. Sick and bereavement leave Legally, employees are not entitled to be paid out for unused sick or bereavement leave. When does an employee’s final pay have to be paid? An employer and employee can agree that the final pay will be made on the employee’s last day of work. At the latest, employees should receive their final pay on the next payday after employment ends. What to include in final pay All hours the employee worked from the last pay period up until the final day of employment. Unused annual holidays including any alternative holidays which may be owed. Extra lump sum payments and other payments are specified in the employment agreement. If necessary, these can be negotiated between both parties as part of a leaving package. When calculating an employee’s final pay, be aware of any deductions that need to be made. Deductions can be made for a variety of reasons such as company property, damages, training fees. However, all deductions must be reasonable, and employers need to be careful as some may need to be proposed if they were not previously agreed to. An employee who believes they have been underpaid may raise a claim, seeking both to recover the unpaid wages and if they deem necessary, seek compensation for the breach. This includes recovery of any loss for any deductions that are deemed unlawful. Impact of notice on final pay Whether or not an employee gives proper notice can influence the final pay they receive. If an employee does give notice of their resignation, they must receive the total amount of final pay up to the end of the notice period. If the full or part of the notice period is waived at the request of the employer, the employee will still be paid for the full notice period despite not being at work as well as any leave owing. This can only be done if the option is outlined in the employment agreement. If part of the notice period is waived at the request of the employee, the employer is only obliged to pay for any outstanding wages up to the mutually agreed final day of employment as well as any leave owning. In some circumstances, employees who do not give proper notice may incur deductions from their final pay. If the employer has suffered a quantifiable loss due to finding cover, the employer may be able to make deductions from the final pay. Deductions are a tricky area to navigate due to strict protections and penalties around an employee's pay. Please seek advice before making any deductions.
Blog
What is an Employee Assistance Program (EAP)?
An Employee Assistance Program – more broadly known as EAP – is offered by employers to help employees, and often their immediate family members, maintain or improve their mental health and wellbeing. An EAP program is designed to help individuals address a range of personal and work-related issues. It offers a safe, non-judgemental, and confidential counselling service focused on providing mental health and wellbeing support from qualified counsellors. One of your employees may be struggling with a relationship breakdown, financial stress, family violence, depression and anxiety, loss of a loved one, gambling, alcohol or substance addiction. You may be unaware an employee is silently dealing with one of these life challenges until it impacts their work performance or attendance. What are the business benefits of EAP services? As a small to medium sized business owner or manager you have first-hand experience of the challenge of attracting and retaining high performing employees. The benefit of an employee assistance program is its accessibility. The service provides employees with coping strategies and resources. This support allows them to better manage personal and work-related stress they find overwhelming. Helping to maintain productivity, ultimately benefiting your business. By supporting employee wellbeing and job satisfaction through an EAP, you can improve staff retention and reduce the need for frequent hiring and training. Healthy and happy employees are more engaged in both your business and their role, reducing absenteeism and increasing overall workplace morale. Employees can access help knowing their concerns will be handled discreetly and professionally. They are able to be open and honest about their challenges without the fear of judgment or repercussions in the workplace. An EAP typically includes telephone counselling, face-to-face sessions, and online resources. Some employees may be referred to specialised or long-term support if needed. The cost of mental health to business It's often thought mental health challenges affect employees in large corporations in high-pressure, high-stress roles working long hours, or are in specific industries such as healthcare or the legal profession. In reality, SMBs are often more vulnerable to the financial and operational impact of mental health issues. Absenteeism, reduced productivity, and increased workplace health and safety compensation claims as well as high staff turnover is costly for small businesses. As a small to medium sized business owner in New Zealand, the impact of poor mental health is substantial as you have fewer staff to cover for absent colleagues. This reduces productivity, increases workloads, and creates a higher level of stress and fatigue for remaining employees. As a consequence, this could lead to further instances of mental health challenges, stress leave and high employee turnover. Psychosocial hazards and EAP For some time, the focus of health and safety at work has been reducing hazards that could potentially cause a physical injury. In more recent years this has expanded to include psychosocial hazards, which can impact an employee’s mental health and wellbeing. Psychosocial hazards can include: Job demands: An excessive workload, unrealistic expectations leading to project failure, or tight deadlines requiring long work hours leading to fatigue. Employee support: A lack of management or supervisor support, poor co-worker relationships, or limited access to essential resources. Conflict: Workplace violence, verbal or physical intimidation, bullying, or sexual harassment. Role clarity: Unclear job expectations, responsibilities, or performance standards. Lack of recognition: Minimal or no recognition for achievements or contributions. Work isolation: A lack of social interaction or support of remote or isolated employees. An EAP and management of psychosocial hazards are connected. An EAP can play a key role in reducing the effects of psychosocial hazards by providing early intervention services for employees facing workplace stress, bullying, harassment, sexual harassment or interpersonal challenges. Effectively managing psychosocial hazards requires a proactive approach, including identifying and minimising hazards in the workplace. Absenteeism and presenteeism Mental health issues are a leading cause of unscheduled absenteeism. However, presenteeism, where employees attend work but are unproductive, can be an even greater problem. An employee struggling with their mental health may be physically present but functionally absent. Their ability to concentrate and perform tasks effectively is reduced, which could result in safety risks to other employees. This lack of focus can create a work backlog, result in missed deadlines, and a decline in output. The connection between poor mental health, productivity, and absenteeism can be difficult to identify at first and even harder to manage. The stress and anxiety associated with mental health issues can then manifest in physical symptoms, leading to increased sick days and further absenteeism. An EAP program can help employees address challenges before they escalate and impact their personal and professional lives. Providing Employee Assistance Program services should not be considered a perk, but rather an essential part of your business. You’re investing in the ongoing health and wellbeing of your employees. It not only improves morale, productivity, and reduces absenteeism, an EAP can attract and retain top talent by building your reputation as an employer of choice that places the welfare of your employees first. To find out more on how offering EAP services to your team can help them better manage difficult situations, contact the team at Peninsula to learn about our 24/7 counselling helpline and other EAP services.
Guide
Parental Leave and Employment Protection Act 1987
The Parental Leave and Employment Protection Act 1987 (the Act) is New Zealand legislation that aims to: Set minimum entitlements with respect to parental leave for male and female employees Protect the rights of employees during pregnancy and parental leave Entitle certain individuals to up to 18 weeks of parental leave payments Parental leave payments The main purpose of the Act is to give natural biological parents and other individuals who are the permanent primary carer of any child under the age of six the right to receive paid parental leave entitlements, and under the right circumstances, gain access to government-assisted paid parental leave. The Act clearly outlines the criteria for employers to follow and the entitlements that employees with single or multiple jobs can receive. The Act also specifies the threshold employees must satisfy to be entitled to parental leave payments and other benefits. Parental leave and parental leave payments are separate entitlements, with different requirements and processes. Parental leave is time off work to look after a new baby or child in the employee's care and is managed by the employer. Parental leave payments are funded by the government and paid by Inland Revenue (IRD). Even if employees do not meet the requirements to take time off on parental leave, they might still be able to receive a payment from Inland Revenue- for example, if they resign. Self-employed individuals can also apply for parental leave payments. Who is a primary carer? According to the terms of the Act, a primary carer is defined as: A female who is pregnant or has given birth to a child Her partner, if she has transferred all or part of her entitlement to a parental leave payment to her partner (or if they have succeeded it), in which situation the partner is the primary carer for the period of time the entitlement is transferred A person, other than the birth mother or her partner, who takes permanent primary responsibility for the care, development, and upbringing of child who is under the age of 6 years ‘Partner’ is defined as the spouse or partner of the mother or nominated primary carer, who can be male or female, same sex or different sex. Key Points for Businesses As an employer, it is important to understand the terms and conditions of the Act. By having fair parental leave policies in place, it means employees can transition into their primary carer responsibilities without fear of losing their existing employment or financial aid. Below are some key employee entitlements that must be considered when creating and implementing a parental leave policy: For an employee who meets the 6-month employment test An employee meets the 6-month criteria for parental leave if they will have been employed by the same employer for at least an average of 10 hours a week in the 6 months before the due date of the baby, or the date they or their partner becomes the primary carer of the child. Up to 26 weeks of primary carer leave If the employee is eligible to receive parental leave payments, up to 26 weeks of government-funded parental leave payments An employee who does not meet the 6-month employment test but who meets the parental leave payment threshold test is entitled to: If the employer agrees, a period of negotiated carer leave, and Up to 18 weeks of parental leave payments and up to 13 weeks of preterm baby payments For an employee who meets the 12-month employment test An employee meets the 12-month criteria for parental leave if they have been employed by the same employer for at least an average of 10 hours a week in the 12 months before the due date of the baby or, the date they or their partner becomes the permanent primary carer of the child. Up to 26 weeks of primary carer leave Up to 52 weeks unpaid extended leave (including up to 26 weeks of primary carer leave taken) If the employee is eligible to receive parental leave payments, up to 26 weeks of government-funded parental leave payments For spouses and partners who will be the child’s primary carer If they meet the 6-month employment test, up to 1 week of partners leave and up to 26 weeks extended leave, to be shared with the child’s primary carer. The mother can transfer up to 26 weeks of parental leave payments to partner if the partner is the primary carer for this time. If they meet the 12-month employment test, up to 2 weeks of partner’s leave and up to 52 weeks extended leave, which may need to be shared with the child’s primary carer. The mother can transfer up to 26 weeks of parental leave payments to partner if the partner is the primary carer for this time. Self-employed persons may take as much parental leave as they wish and, If they meet the parental leave payment threshold test, receive up to 26 weeks of parental leave payments if they are not working to take care of the child. Rights and Obligations After Commencing Parental Leave According to the Act, an employee’s position must be kept open in the case of parental leave not exceeding four weeks and, unless there is a case of redundancy, or where a temporary replacement is not reasonably practical due to it being a key position, must be kept open in the case of longer periods of parental leave. Whether the role is considered a key position will depend on the size of the employer’s enterprise and the training period or skills required to do the job. Other factors that employers need to be aware of after commencing parental leave include: An employee is entitled to go back to work for occasional Keeping in Touch days (KIT) for a total of 64 hours during parental leave, with certain restrictions An employee is not considered to have returned to work if he or she performs these 64 hours or fewer of paid work during the parental leave payment period An employee can request the early ending or extension of parental leave in certain circumstances, but usually the employer needs to agree to it. An employee may return to work early without the need for permission from the employer if: The employee or their spouse or partner suffers a miscarriage The child is stillborn or dies, or If the employee or the employee’s spouse or partner fails to become or ceases to be the primary carer of the child Simplify your HR and HSW Wondering how to apply parental leave for your employees? Having issues tracking leave requests? Peninsula offers a comprehensive suite of software specially made for your business. Along with access to our software, you also get a 24/7 advice line, resources and documents tailored for you and your employees. Call us on 0800215030 to learn how we can help you. This article is for general information purposes only and does not constitute as business or legal advice and should not be relied upon as such. It does not take into consideration your specific business, industry or circumstances. You should seek legal or other professional advice regarding matters as they relate to you or your business. To the maximum extent permitted by law, Peninsula Group disclaim all liability for any errors or omissions contained in this information or any failure to update or correct this information. It is your responsibility to assess and verify the accuracy, completeness, and reliability of the information in this article.
Guide
Wage and Payments - Final Pay
When employment ends, the employer must pay the employee their final pay which is comprised of multiple components. This includes any outstanding wages and any entitlements that need to be paid when an employee leaves the business. When the employee receives this payment depends on the employment agreement, but most final payments are made in the pay cycle when employment ends. In some cases, employees may be entitled to payment for public holidays that fall after the end of their employment. Annual leave The final holiday pay calculation will depend on how long the employee has been employed. If an employee has been working for under 12 months, they will not be entitled to annual leave. In this case, the employee must be paid out any of their accrued annual leave. The final holiday payment is calculated at 8% of the gross earnings during the employment period. If an employee has been working for over 12 months, the calculations are slightly more complicated, please refer to the Peninsula guide on calculating holiday pay for more information. Sick and bereavement leave Legally, employees are not entitled to be paid out for unused sick or bereavement leave. When does an employee’s final pay have to be paid? An employer and employee can agree that the final pay will be made on the employee’s last day of work. At the latest, employees should receive their final pay on the next payday after employment ends. What to include in final pay All hours the employee worked from the last pay period up until the final day of employment. Unused annual holidays including any alternative holidays which may be owed. Extra lump sum payments and other payments are specified in the employment agreement. If necessary, these can be negotiated between both parties as part of a leaving package. When calculating an employee’s final pay, be aware of any deductions that need to be made. Deductions can be made for a variety of reasons such as company property, damages, training fees. However, all deductions must be reasonable, and employers need to be careful as some may need to be proposed if they were not previously agreed to. An employee who believes they have been underpaid may raise a claim, seeking both to recover the unpaid wages and if they deem necessary, seek compensation for the breach. This includes recovery of any loss for any deductions that are deemed unlawful. Impact of notice on final pay Whether or not an employee gives proper notice can influence the final pay they receive. If an employee does give notice of their resignation, they must receive the total amount of final pay up to the end of the notice period. If the full or part of the notice period is waived at the request of the employer, the employee will still be paid for the full notice period despite not being at work as well as any leave owing. This can only be done if the option is outlined in the employment agreement. If part of the notice period is waived at the request of the employee, the employer is only obliged to pay for any outstanding wages up to the mutually agreed final day of employment as well as any leave owning. In some circumstances, employees who do not give proper notice may incur deductions from their final pay. If the employer has suffered a quantifiable loss due to finding cover, the employer may be able to make deductions from the final pay. Deductions are a tricky area to navigate due to strict protections and penalties around an employee's pay. Please seek advice before making any deductions.
© 2025 Peninsula Employment Services Ltd. Registered Office: 8 Tangihua Street, Auckland CBD 1010
Peninsula Protect is a discretionary risk product issued by Peninsula Mutual Limited ACN 630 256 478 AFS Licence No. 544232. Peninsula Mutual Limited has appointed Peninsula Group NZ Limited NZBN 9429042175179 to distribute the discretionary risk product in New Zealand. To decide if this product is right for you, please read the Peninsula Protect Product Disclosure Statement (PDS) and Target Market Determination.