On the surface New Zealand’s jobs market looks pretty good, with employment and wage growth both on the way up. But there’s something fishy going on underneath those numbers. Hours are down, pressure is building in key skill areas, and more and more people are having to take on side-gigs to get by.
Employment Hero’s New Zealand Jobs Report shows that job numbers rose into December, but average hours worked fell 4.7 per cent compared with a year earlier. Casual employment increased 18.6 per cent over the year, yet casual hours fell 21.2 per cent. Many people now have jobs on paper but need multiple roles to piece together a living.
Younger workers are hit hardest, with a 2.0 per cent monthly pay drop for 18–24‑year‑olds and 0.9 per cent for 25–34‑year‑olds. It’s a workforce on the move, driven by youth and flexible work, but mobility without security carries real risk.
How HR Can Turn a Tricky Job Market Into Brand Strength
For HR leaders, even wobbly data can help you shape your 2026 playbook.
First, you need to stabilise what you can. You can’t control national demand, but you can track secure hours in your own organisation. In a context where average hours are down 4.7 per cent and casual hours have dropped over 20 per cent, even modest guarantees or bands make a difference. Thoughtfully building out your scheduling and communication to protect income and reduce surprises, is an excellent story for your employer brand.
Second, champion younger workers. They are both the most mobile and, per the data, the most financially exposed. Clear pay ranges, visible career paths, mentoring and simple financial wellbeing support can turn a fragile situation into a reason to stay. When this shows up as stronger Trust Index scores on fairness, pride and willingness to recommend, it also strengthens your case for Certification and Best Workplaces recognition.
Third, keep investing in skills, especially where the market is tightening. With Science and Technology roles contracting, organisations that build internal capability and smarter workflows will stand out. A focus on learning and process improvement, with an emphasis on mobility and leadership growth, both show candidates that they will not just do a job but grow.
What Leading NZ Employers Are Doing
Several New Zealand organisations already show how to respond to a tricky market with strong culture. Hilti New Zealand operates in construction, where demand can shift fast, yet employees report high levels of welcome and inclusion. The company uses survey insights to adjust policies, address concerns and support internal mobility, including moves into global roles.
Certification is treated as a quality mark and a way to talk with customers and candidates about how people are actually treated. 95 per cent of Hilti employees say they feel welcome when they join, and 87 per cent feel they are treated as a full member regardless of position. Survey results also show strong scores on management recognising honest mistakes as part of doing business, which helps people speak up and learn in a high‑risk industry.
Danone Nutricia, the specialised nutrition division of the global food company Danone, offers another angle. While data shows high‑skill roles under pressure in parts of the market, Danone Nutricia has focused on building a thriving, learning‑rich culture. and about 81 per cent of employees say it is a great workplace.
The company has made tangible changes based on feedback, like birthday leave, a more social shared space and better daily communication using visual dashboards. It invests in digital learning to build both technical and soft skills and uses tools like ASANA so teams can collaborate more smoothly. Flexible options, including remote work where possible and early‑finish Fridays, give employees more control over their time. In a market with falling hours and rising casualisation, these choices signal that people’s lives matter as much as output.
Leading healthcare company Roche adds a third strand, listening as a buffer against a shaky market. As unemployment and underemployment climb, Roche has used Trust Index results and other feedback to sharpen its focus on psychological safety, wellbeing and inclusion.
Leaders treat survey data as a starting point for action, adapting leadership behaviours, communication rhythms and recognition practices in response to what employees say they need to thrive. That visible loop helps colleagues feel heard at a time when many New Zealanders in the broader labour market feel replaceable.
Together, Hilti, Danone Nutricia and Roche show that, in a labour market defined by falling hours, rising casual work and pressure on young and high‑skill workers, the employers who stabilise what they can, invest in growth and act visibly on employee voice are the ones turning data into a stronger, evidence‑backed employer brand.
