The Employment Relations Amendment Act 2010 and Holidays Amendment Act 2010 introduce a wide range of legislative amendments. Most changes for both Acts will come into effect on 1 April, 2011.

The main changes to the Holidays Act include:

*The ability for employees to cash in a maximum of one week of annual holidays.
* Transferring public holidays to another working day.

The main changes to the Employment Relations Act include:

* Extending trial periods to all employers
* Changes to the personal grievance provisions
* Requiring consent to be given before a union can access a workplace, and confirming communication with employees can occur during collective bargaining.
* Requiring employers to retain employment agreements
* Extending the role and powers of labour inspectors.

Let us know what you think about the changes. Do you think it is fair for both employee and employer?

To learn about the changes to these acts in more detail please visit the Department of Labour website by following this link

Another says some job hunters need more training to improve their chances of getting a job.

Martin Barry of Absolute IT says demand for experienced people is increasing, despite a rise in the number of IT staff arriving from Christchurch in recent weeks.

“We have already placed people from Canterbury in contract roles,” he says. “In addition, inquiries are coming in from job hunters in Christchurch looking to move to Auckland.”

On the skills shortage side, Barry says there is a strong demand for people across the board. But skill-shortage hotspots include the SAP sector, java and dot-net development, from intermediate to architect roles.

Barry has more than 20 years’ experience in the IT recruitment industry and says the number of IT project-management roles are increasing as firms start to update their networks.

“But there is still a reasonably good supply of people at a senior level, compared to a couple of years ago,” he says.

However, Barry says many companies are keeping a tight rein on their purse strings when it comes to their IT budgets, making sure every dollar spent delivers a worthwhile return. It seems that essentials are in while nice-to-haves are still on the backburner.

“Companies are spending money to get a competitive advantage, such as with improved processes,” he says. “Money is being spent on IT but mainly on essential things.”

Barry says business analysts are also in demand and that during the past two months people with program-testing skills have been thin on the ground.

Despite increased demand for skilled IT people, apart from a few exceptions salaries are not rising that much, he says. The company keeps tabs on salaries via its website itsalaries.co.nz.

Barry says the Christchurch quake is causing many companies to review their disaster-recovery plans, and this may lead to more work as firms find their systems wanting. The benefits of cloud computing have come to the fore since the quake.

Many companies were hamstrung with all their data sitting on computers in buildings they couldn’t get access to.

Cloud computing allows people to store data on remote hard drives or servers. To access files, all people need is access to the internet. During the past 18 months Barry has seen an increase in the number of jobs requiring people to work on cloud-computing systems.

“People with a good understanding of the cloud are in demand,” he says. “We have also seen application-development roles … not so much writing in-house systems but systems that will sit on the cloud.”

Over at Momentum Group, John Bailey, general manager of 920 - the firm’s IT recruitment arm - says its Wellington office has seen an increase in job hunters from Christchurch.

“We could do with more people,” he says. “We need more contractors and more permanent staff.”

Bailey says a lot of the new work has come from the project-management space, with companies investing in upgraded IT systems. “At this time of year firms re-jig their business plans relative to their perception of future market conditions.”

But he is concerned by under-skilled people presenting themselves for jobs. “It would be great to see more skilled developers in the market.”

But Barry says employers are becoming more flexible and are prepared to look at people who may not have everything they want.

“They will compromise on some of the technical skills if they find the right quality of person. Then it becomes a joint responsibility for the employee and the employer to work together on up-skilling.

For a full listing of this story please follow this link

Fifty per cent of Kiwi employees said they would leave a company if they had a conflict with their manager and one third rated the management skills of the person they report to as average or below.

The survey conducted by specialist finance recruitment firm Robert Half also found 34 per cent of employees would leave if they thought another company had a better management structure.

Robert Half’s New Zealand general manager Megan Alexander said organisations couldn’t afford to have ineffective managers pushing staff over the edge and into other job opportunities in the present climate.

“Facing up to professional flaws can be a blow to the ego for many managers. However, taking the steps to improve management skills is crucial to employee retention in the current market,” said Alexander.

The survey also found there was a perception gap betwen how managers rated their own skills and how employees rated the skills of their manager.

The survey found: 53 per cent of managers said they consistently lead by example; however only 31 per cent of employees agree; 51 per cent of managers say they consistently show interest in their staffs problems; however only 27 per cent of employees agreed.

Alexander said organisations should employ better management training that identified and resolved issues in an appropriate manner in a bid to improve relations between employees and managers.

“Managers need to discuss realistic goals with employees and set up effective methods to address staff problems,” said Alexander.

“Strong and effective management skills are key to employee satisfaction and retention, as well as the continued success of an organisation,” she said.

For a full listing of this story please follow this link

Roles are ranging from the office junior right through to management positions; it’s busy - incredibly busy. It’s very much a candidate market. Short listing of roles and re-short listing at times is taking place due to the market moving so rapidly.

Good candidates just will not last and are getting multiple offers. We have noticed a decline in part time positions, with the majority of clients needing full time employees.

Will this type of market continue so strongly? From all reports it looks like it will - for the next couple of quarters anyway. Businesses are positive and have no hesitation counter-offering a candidate when they are the right fit for them, so salaries have increased due to supply and demand.

History tells us that the unemployment rate tends to jump around, and while statistics are showing that the unemployment rate has increased for this quarter, this is seasonal.

Students who had worked during their university break are now resigning from their roles to return to their studies and are therefore reapplying for the unemployment benefit.

We have also noticed an increase in people from abroad coming back into the NZ employment market. On occasion they do get placed before arrival into the country; these are more likely to be specialty roles.

Teams are being built up again and it’s been noted that areas such as Sales, Finance and HR are expanding, if not with permanent candidates then with a well qualified long term contractor.

Project and planning teams within various businesses are being put together, generally with a mix of current permanent and contract staff and contracts are normally extended. These are all good signs.

The short term temporary assignment has made a come back. Where previously companies would make do, we are now filling short term assignments to ensure smooth flow of workloads.

Rates have increased slightly and the longer the assignment, we find the rate is higher. This is generally because of the permanent market; most temps or contractors are ideally seeking full time positions and we need to ensure assignments are completed to the full length, so slightly higher hourly rates secure and commit the candidate.

Businesses are still rate conscious but we have noticed a slight loosening of the purse strings. Knowing the state of the market, clients with an immediate need really don’t have time to wait - time is money.

So, overall we couldn’t have asked for a better start to what I feel will be a great 2011

If you would like a full listing of this story please follow this link

Entrepreneurs and companies with entrepreneurial flair are already actively searching for new staff, say industry experts, including Hudson New Zealand and global workplace solution provider Regus.

A global survey from Regus, canvassing the opinions of more than 5000 entrepreneurs in 78 countries, found they are leading the wave of hiring planned in the next six months.

They are more prepared to take the gamble for growth and hire new staff than are larger companies, says Regus. Large conglomerates can be more measured or disciplined about hiring decisions. They are more likely to wait until the market starts moving, inevitably resulting in them lagging the hiring recovery.

Forty per cent of entrepreneurs surveyed say they intend to increase headcount in the next six months, compared with the 36 per cent “all company” average.

The survey also found that entrepreneurs are more likely to be flexible about work locations - 76 per cent said yes - than businesses overall, indicating they recognise that accommodating staff needs is a priority if they hope to secure top talent.

William Willems, vice-president for Regus Australia, New Zealand and South-East Asia, says: “Compared with established corporates, the very nature of entrepreneurial business is risky, highly volatile and more sensitive to profit and revenue peaks and troughs. More indicative of a positive confidence in near-term growth is the attitude of entrepreneurial SMEs to increasing their staff numbers.”

Entrepreneurial employers are realising there is a talent shortage and they can’t be complacent, says Marc Burrage, executive general manager at recruitment and talent management firm Hudson New Zealand. He is reporting a surge in hiring from corporate clients.

The activity he is seeing is coming from the more entrepreneurial large companies, he says. Their attitude is: “We can either lead the pack or follow.”

Hudson is reporting an increased appetite from employers for hiring early this year, up to the levels of former good times.

“We are seeing hiring intentions for the first quarter of this year at the highest level since 2008,” says Burrage. “And there is liquidity coming back to the labour market.”

Companies are finding people who have been biding their time during the recession but are leaping at the chance for a change of job and a promotion, he says. The demand for new staff is happening across the board.

“It is across all levels - executive, non-executive, permanent and contracting.” The IT sector is the most bullish, particularly in the upper North Island.

Because the recession was so aggressive, organisations cut harder than ever, getting rid of some important positions.

“When companies cut, they cut through the fat and into the muscle,” he says. Some of these quite substantial senior roles will be reinstated.

The second half of the year will see even more activity, predicts Burrage, as business confidence improves and the economy receives a boost from the Rugby World Cup.

Andrew Hamilton, CEO of business growth centre The Icehouse, says entrepreneurial companies have high hopes for the Rugby World Cup boosting their businesses, and are hiring in anticipation of that, but the optimism is coming from all kinds of businesses - from technology companies, food and beverage, to manufacturers.

Explaining the attitude of the entrepreneur, he says: “In their mind, they don’t think they are taking on a lot of risk - if there’s opportunity there, absolutely they will be employing and hiring without thinking. They don’t think they are taking a risk, they see the opportunities. They see them and go, ‘that’s worth pursuing, let’s go for it’.”

Hamilton says the hiring activity he is seeing is occurring most among entrepreneurial companies that have weathered the recession well because of their international exposure.

“Those businesses who have been involved in international markets for a number of years are more resilient from this recession than those who are domestic only,” he says. Firms that have invested time and money in international markets may have found that not all their markets have gone well, but at least they were insulated by some.

Hamilton knows through The Icehouse that fast-growing businesses are invariably looking to plug gaps with skilled workers. The firms are looking for people with a strong background in manufacturing and distribution, he says. Although they will go to manufacturing recruitment firms, they will also go to existing employees and ask: “Who do you know?”

Technology firms are commonly looking overseas for talent. Hamilton says there is a trend for skilled immigrants to be more attractive to Kiwi employers than returning New Zealanders.

The skilled immigrants are looking for more career progression, have good skills and excellent international contacts, while the returning Kiwis want a change of lifestyle from their busy, international careers, to “lounge out” when they first return and can let their overseas contacts lapse.

Skilled immigrants, by contrast, tend to keep up their international contacts and want to return home every now and then to catch up with family.

For a full listing of this story please follow this link

Surveys have found that workers go in search of new opportunities often for a different challenge or because they feel taken advantage of from thier current employee. Rather than the more common reason, such as a higher salary and better benefits.

The SEEK job-hunting website’s 2010 Employee Satisfaction and Motivation survey, which had about 4000 respondents, has found that about seven out of 10 New Zealanders are keeping an eye out for a new job in 2011.

The most common reason Kiwis give for leaving their last job is not a better salary, but a new challenge [28 per cent], says SEEK.

Next on the reasons-to-leave list was feeling unappreciated at work [23 per cent].

Middle-income earners and young females in particular are looking to advance to the next step in their career, while those from the baby-boomer generation seek validation for their efforts.

For respondents who reported being unhappy in their current job, the biggest factors were workplace morale (22 per cent), variety and content of work (19 per cent) and career development (12 per cent).

Salary rated only 7 per cent in terms of job dissatisfaction.

Likewise, those happy in their jobs rated salary a lesser reason, at 6 per cent.

“Salary is not the biggest motivator for people to be satisfied in their current job,” said SEEK executive Helen Souness.

“Most people are looking for their managers to be supportive, approachable, demonstrate their appreciation and provide opportunities for growth within the organisation.”

However, money is a leading factor when it comes to which new job to chase.

In the survey, 29 per cent of people listed salary as the most important aspect in the choice of their future employer, with 12 per cent citing hours of work in a distant second.

Council of Trade Unions secretary Peter Conway said work was becoming a bigger part of people’s lives as the economic conditions meant they were spending a lot of time at their workplace.

“What we find is what most people are looking for in the workplace is a sense of dignity and respect for the roles they do.

“And a sense that what they are doing is valued, and they are being invested in.

“The problem often is that where those things are not evident, often the pay packets are pretty low anyway.”

The concept of struggling through a miserable time at work each day “just doesn’t wash any more”.

“People are looking for not only work-life balance,” said Mr Conway, “but they are looking for fulfilling work and value in the work they do.”

JOB SATISFACTION

For those who consider themselves happy in their current job, the reasons given were:

Work environment - 10 per cent

Training and development - 9 per cent

Company culture - 9 per cent

Workplace morale - 9 per cent

HR approach - 9 per cent

Career development - 8 per cent

Direct manager - 8 per cent

Variety and content of work - 8 per cent

Feedback and appreciation - 7 per cent

Hours of work - 7 per cent

Stress level - 6 per cent

Proximity to home - 6 per cent

Salary - 6 per cent

For those who consider themselves unhappy in their current role, the reasons given were:

Workplace morale - 22 per cent

Variety, content of work - 19 per cent

Career development - 12 per cent

People I work with - 10 per cent

Direct manager - 10 per cent

HR approach - 8 per cent

Benefits/conditions - 7 per cent

Salary - 7 per cent

Hours of work - 6 per cent

For full listing of this story please follow this link

Topping the recruiter’s list is salary pressure, which employers are tipped to experience across the country in 2011.

“There is much more confidence in New Zealand’s jobs market, with healthy levels of movement and an economy that is expected to pick up strongly from February or March,” says Jason Walker, Managing Director of Hays in New Zealand.

“As well as the traditional mentality of seeking a new role in a New Year, more people are now far more confident in the market’s ability to present them with a solid career-advancing opportunity.

“With confidence rising, candidates are leaving secure permanent roles in order to achieve a higher salary or better work/life balance elsewhere. This naturally has several consequences, with salary pressure the primary effect.”

According to Jason, the hot employment issues for 2011 will be:

1. Salary pressure

“The GFC-induced salary slowdown is a distant memory and the salary expectations of employees are rising on the back of candidate confidence and good job numbers. Employers meanwhile are showing a greater willingness to review salaries since they know skills shortages are inevitable. Headhunting is also adding to salary pressure. There is no doubt that professionals with skills in demand will expect a healthy salary increase in 2011. Otherwise, they will enter the jobs market.”

2. Return of the counter offer

“Companies are expected to dig deep to retain their top talent in the face of a tightening candidate market, with counter offers likely to increase in use. But a successful counter offer involves more than just money - employers need to make sure they address the underlying issue of why their employee decided to look for a new job in the first place.”

3. Recruiting from overseas

“In the last Hays Salary Guide, 61 per cent of New Zealand employers said they would consider sponsoring a qualified overseas candidate in skills short areas. In 2011 we expect this to become more of a factor, particularly in the Canterbury region where a shortage of construction, property and engineering professionals will see employers turn to overseas candidate sourcing to help with rebuild projects. Employers in the South Island will be forced to become more serious about this recruiting strategy in the face of our domestic skills shortage in this area.”

4. Plugging the leak

“As 2011 progresses we expect to see an increasing number of skilled New Zealanders once more heading overseas, particularly to London and the Eurozone. But rather than heading overseas for a traditional working experience, the prime motivator will be the relative strength of the New Zealand dollar, which is opening up great travel opportunities. Having said this, there is no doubt that, once their economy strengthens, London and the Eurozone will again become prime destinations for the overseas working experience that so many New Zealanders dream of.

“There is however a lot of interest in Australia’s booming resources & mining sector and to a lesser extent the engineering sector. This is expected to once more become a driving factor behind a reducing domestic candidate pool, with good candidates attracted to Australia where they can earn more money.”

5. Western Australia and Queensland

“As Australia’s two mining hotspot states of Western Australia and Queensland experience rapidly expanding skills shortages in 2011, savvy employers in New Zealand will eagerly watch how companies in these two states adapt. It will be insightful to look at the strategies such businesses use to recruit in a skills short market. In many ways, these two states are the forerunners for the rest of Australia in terms of how to deal effectively with skills shortages - but employers in New Zealand can also learn from their actions and put solid plans in place in preparation for the inevitable return of skills shortages in New Zealand.”

6. Focus on retention

“Employers will need to up their focus on retention in 2011. Already we have seen instances of employers using bonus schemes, health and life insurance, gym memberships, stock options or education benefits as tools to make sure their top talent is retained. But as 2011 progresses and the candidate market tightens it is likely that employers will need to get more innovative when it comes to retention in order to hold onto key staff. This means looking at more than just salary and benefits, towards the implementation of solid career development plans.”

7. Social media’s influence grows

“We expect the use of social media checks to become more mainstream in 2011. No longer will it be just the savvy employers that use social media to cross-reference a candidates’ employment history or evaluate potential employees. The lines between social and business sites have blurred and social media profiles will be viewed just as often as an employer searches a candidate’s name via Google.

“But more than this, we also expect this publicly-available information to be used not just when recruiting, but when employers consider promotions and succession planning. So in 2011 it will be not just job seekers that need to ensure their online profile remains professional, but all employees.”

8. Flexibility when recruiting

Despite our economy struggling out of recession, there are more positive hiring intentions emerging from employers. A growing number of employers tell us they are planning to increase their headcounts, and the general feeling across the market is that February and March will be a very busy time for recruitment. In addition, restoration projects in Canterbury will eventually filter through to impact the greater jobs market across the country. In this context, the candidate market will tighten, and employers will again need to become more flexible in their set criteria if they are to secure good talent in 2011.

For a full listing of this story please follow this link

The report, commissioned by Clarius Group, which operates a number of recruitment agencies across the Asia-Pacific region, found a “significant and surprising turnaround” for the majority of skilled occupations across Australia in the December quarter.

Seventeen of the 20 skilled occupations covered by the report indicated an increase in demand for skilled labour, with nine of those categories registering a shortage of skilled workers.

According to the report, the oversupply of skilled labour across the 20 occupations was down from 45,000 (in the September quarter) to 17,000 in December.

Occupations with the highest levels of skills shortages included building and engineering professionals, health professionals, automotive tradespeople, metal tradespeople, wood tradespeople and IT workers.

The report also said there was shortage of 4000 chefs across Australia.

It attributes this sudden rebound to the Federal Government’s controversial stimulus package aimed at boosting economic activity through the construction sector.

Alasdair Thompson, CEO of the Employers and Manufacturers Association (EMA), said skills shortages in New Zealand had not disappeared during the recession, with unskilled workers beefing up the unemployment statistics.

He said the flow of New Zealanders to Australia slowed down during the recession as people “hunkered down” and avoided making decisions during the downturn.

“However, that’s not going to last too much longer, with the demand for skilled labour [in Australia] and [the Australian] economy cooking with gas, it’s quite predictable that the brain drain is going to speed up again,” Thompson said.

“That’s going to have the immediate impact of less demand for houses and all the things that go in houses - so that’s a drop in GDP there - and a loss of skills in New Zealand which are still in short supply.”

Thompson said Kiwi employers could be faced with even greater skills shortages in a year or two if the Australian economy continues to grow faster than New Zealand’s.

“That affects [New Zealand businesses] ability to perform,” he said.

EMA advisory services manager David Lowe said a shortage of skilled workers in the health, IT and production manufacturing sectors had existed right through the recession.

“The recession environment has masked the underlying skills shortage,” he said.

“As soon as the orders and the recovery starts coming, we believe that a general skills shortage is going to re-emerge - it never really went away,” he said.

Lowe said Australia was a step ahead of New Zealand in its recession recovery, and what happened there was a good indication of “what’s in store for us”.

“I think the thing that we need to be very mindful of is, while we might not have jobs for some people in New Zealand, if the Aussies have jobs for them it’s a bit of a no-brainer as to what they are going to do - they’re going to jump on a plane.

“And then of course our recovery comes just a fraction after Australia’s and we will go looking for these people and they’re no longer here.”

Lowe said the EMA had been having discussions with employers about whether or not they had a “skills retention policy” in place during the downturn.

“About half of employers said they have a deliberate skills retention policy in place,” he said.

Scott McKee, general manager for specialist IT recruitment agency Candle, said he had noticed Kiwis beginning to chase after jobs that were becoming available in Australia, but said there were also signs of an upsurge in the New Zealand job market.

“Even today there are several roles on our books that we are struggling to fill, particularly in software development,” he said.

McKee said if the Australian economy continued to boom, it was likely that more skilled, though unemployed, Kiwis would try their luck across the Tasman.

“It’s like any market upsurge - people will follow the jobs,” he said.

Roman Rogers, general manager for Hudson recruitment Auckland, said New Zealand needed to be wary of losing skilled workers across the Tasman.

He said there were many things that could happen over the next 12 months that could affect the availability of skilled Kiwi workers.

“Certainly, a growing Australian economy, with a clear demand for certain skill sets could be one of those threats,” he said.

Rogers said he would not be surprised if Australian employers began “attracting talent” from New Zealand firms.

“It will be more challenging for organisations to hold onto their people, and harder for employers to attract individuals to their organisations,” he said.

For the full story please follow this link : NZ Herald

It was the fourth time lucky for the company, who two years ago took out the medium-large workplace category and in 2007 and 2009 secured third spot in its category.

Mars New Zealand is well known for its confectionery brands including M&Ms, Snickers and Starburst. It also has a petcare manufacturing site in Wanganui.

Other group winners this evening included; Redvespa Consultants which took out the small business category and the Retail Institute which was named overall winner of the small-medium category.

Warehouse Stationery took out first prize in the large business category.

More than 30,000 employees from 245 organisations responded to the JRA survey run in association with The New Zealand Herald and conducted between June and August this year.

The winners were chosen from 35 finalists.

JRA managing director John Robertson said it was encouraging to see a high level satisfaction among staff, despite difficult economic conditions experienced across some businesses.

“New Zealand workplaces are really recognising the link between a positive workplace climate and the performance of their organisation,” he said.

Labour minister and guest speaker Kate Wilkinson, who presented the top award, said a key component in any business success was its people.

“If you have good people and you treat them well, they enjoy their work and take pride in the success of the business,” she said.

JRA Best Workplace winners:

Overall winner: Mars New Zealand
Small category: winner, Redvespa Consultants; most improved, ACCO New Zealand.
Small-medium category: winner, Retail Institute; most improved, Chartis.
Medium-large category: winner, Mars New Zealand; most improved, The Laminex Group.
Large Category: winner and most improved, Warehouse Stationery.
Five year league (workplaces that have been finalists for the past five years): Overland Footwear, Outward Bound Trust of New Zealand, Maven International.
Ten year league: AMI Insurance, which has been a finalist ever year since the survey began in 2000.

For a full listing of this story please follow this link: NZ Herald

The Would Like To Work team of experts work with long and short-term unemployed Kiwis to teach them how to stand out from the job-hunting crowd and prove themselves the perfect candidate.

The experts are; Dr Duncan Thomson, a registered clinical psychologist and resident psychologist on TV ONE’s Good Morning; Julie Cressey, the Chief Operating Officer for Madison Recruitment; and Victoria Carpenter, who runs her own presentation consulting firm.

During the course of making the series, Thomson found that there were some common problems that affected people in interviews. “Nerves, under-preparation and poor knowledge of the company. These add up to a general expectation that it will just go fine on the day despite the inevitable nerves we all get before and during interviews. We saw interviews going reasonably well until people were asked about what they knew about the company. This just screams ‘I just need a job and I don’t care where’ and interviewers can find it insulting,” he says.

So what should people do when preparing for interview? Thomson gives his top tips: “Read the job description, find out what people are looking for then think of very specific examples of situations where you showed this exact attribute. This not only gives the interviewer a real-life scenario, but shows you can do what they want you to be able to do, and it also makes the interview interesting.”

“Practice the interview out loud. Preferably get someone who interviews people themselves to practise with you. The feedback could be invaluable and it will be so much easier when you get to the interview,” he continues.

“Definitely consider visiting the company before the interview. Obviously don’t be pushy but people rarely say no if you ask for a couple of minutes of their time to explain the role and say a bit about the company. This is a great chance to get the inside track and leave a good impression before the interview. It also shows initiative.

“Take the time to specifically prepare your CV not only the covering letter.

“Beware the weaknesses question. It often catches people out when they get asked about a weakness or something they would change. A good strategy here is to talk about something bland and easily solvable like ‘I need to brush up a bit on my spreadsheet skills’ (unless of course that is the job).”

And what tips does Thomson have on behaviour to avoid in an interview?” Either describing or intimating that you had difficulty maintaining relationships in previous jobs. Interviewers want to figure out if you are going to get on with them and the rest of the staff which is why, in truth, they often hire the person they like the most!”

“Go blank when they ask you about gaps in your CV - always have a good answer about why you weren’t working.

“Dress in a way that doesn’t make sense to the company you want to be employed by. Dress smartly, but if you are going for a job in a builder’s merchant don’t go in a pin striped suit.

“Suck up. Being overly complimentary about a company or product will simply seem disingenuous. Be professionally enthusiastic and curious.

In episode one, 23-year-old Alan McMurdo is a man on a race against time. If he can’t find a job within a month, the dream wedding he and his fiancée have been planning for a year will have to go on ice. He’s competing for a genuine job, against other real candidates - can the Would Like To Work team help him back into the workforce?

Missed an episode of Would Like To Work? Full episodes are available online. Go to tvnz.co.nz and click the ‘Ondemand’ button.