New Zealand's workplace landscape is entering a new era. In 2025, legal reforms and growing regulatory expectations are prompting businesses to take a closer look at how they manage their people—from communication practices to contract terms, conduct policies, and payroll compliance.

While not all the changes are being implemented through sweeping legislation, there’s a clear shift in tone. Employers are increasingly being held accountable not only for what happens in the workplace—but also for how their people experience it. Issues like psychological safety, after-hours burnout, and underpayment are no longer secondary concerns—they’re front and centre.

This shift isn’t just about ticking compliance boxes. It’s about redefining how employers support, engage, and retain their staff.

“These changes aren’t just compliance shifts—they reflect a broader cultural evolution in how we treat people at work.”

One of the most talked-about changes in 2025 is the increasing recognition of the right to disconnect. While New Zealand hasn’t formally legislated this right (as Australia has), employers are being encouraged to respect employees' time outside of work hours—particularly in roles involving high levels of client or customer contact. “This shift is about boundaries,” says Mary Savova, Acting Branch Manager at people2people Group. “It supports work-life balance and aims to prevent burnout—especially from after-hours emails, calls, or messages.” As more companies embrace flexible and hybrid working models, setting clear expectations around after-hours communication is becoming essential. For many businesses, this means revisiting internal communication protocols and management behaviours.

Alongside this is a tightening of expectations around workplace conduct and safety. The Human Rights Commission and WorkSafe NZ have signalled a growing emphasis on employers proactively preventing bullying, discrimination, and sexual harassment. “Employers need to move beyond reactive responses,” Savova notes. “Training, clear policies, and a culture of accountability are all part of meeting today’s standards.” Inaction now carries more risk—not only reputationally but legally as well. While civil penalties remain the main enforcement method, regulators are showing less tolerance for non-compliance, particularly when it comes to repeat offenders or systemic issues.

Mental health is also taking centre stage. Employers are expected to identify and manage psychosocial risks—things like stress, lack of clarity around job roles, poor leadership, and unmanaged organisational change. “We’ve seen a shift in focus from just physical safety to also protecting people’s psychological wellbeing,” says Savova. “It’s not enough to ensure people are physically safe—you have to consider the mental and emotional impact of the work environment too.” This aligns with updated guidance from WorkSafe NZ, which has started encouraging employers to treat psychological risks with the same seriousness as physical ones.

Although New Zealand hasn’t adopted Australia’s new two-year limit on fixed-term contracts, scrutiny around their use is rising. Under NZ law, fixed-term contracts are legal—but only when there’s a genuine business reason, such as covering a parental leave or a seasonal need. “This is particularly relevant for sectors like admin, sales, and project-based work,” Savova explains. “Employers need to make sure their use of contracts is justified—otherwise, they risk claims of unfair employment practices.”

Finally, wage underpayment and payroll compliance are under the microscope. While New Zealand hasn’t introduced criminal penalties for wage theft (as some Australian states have), the Labour Inspectorate is taking a more active role in enforcement. “Businesses must be on top of payroll accuracy,” warns Savova. “Getting it wrong—even unintentionally—can result in significant fines and reputational damage.” Regular audits, up-to-date systems, and transparent communication are now essential for any business managing wages, timesheets, or contractor payments.

To stay ahead of these changes and build more resilient, compliant, and people-focused workplaces, employers should: review after-hours communication policies to support the right to disconnect; update training and conduct policies to address harassment and bullying; conduct psychosocial risk assessments, focusing on role clarity, leadership behaviour, and change management; ensure all fixed-term contracts are backed by legitimate, documented reasons; and audit payroll systems and wage records to avoid underpayment and ensure compliance with MBIE standards.

The message for 2025 is clear: employment law compliance is no longer just a legal issue—it’s a leadership issue. Now is the time to embed these expectations into your culture, your systems, and your day-to-day operations.