Employment advocacy NZ help with unfair dismissal and workplace disputes

Unjustified dismissal and termination issues

Review of termination process, letters, meeting records, timelines, and whether the employer followed a fair and reasonable process.

Disciplinary and investigation meetings

Assessment of allegations, process fairness, meeting conduct, disclosure, and whether the employee had a genuine opportunity to respond.

For meetings with management while you are still employed, I can sit in on the meeting by phone call or in person where possible to provide support, guidance, and assistance in asking the right questions.

Unfair treatment and process concerns

Review of ongoing conduct, communication issues, warnings, process concerns, and whether the matter may support further action.

Evidence, chronology, and document preparation

Organising records, building timelines, sorting correspondence, and preparing material clearly so the matter can be assessed and presented properly.

Put off-the-record discussions on the record

If management or a supervisor has an off-the-record discussion with you, put it on the record yourself afterward by sending an email.

Include the date, time, who was involved, and a short outline of what was said by the company representative. This helps create a written record so the discussion cannot easily be brushed off later with “I do not recall that”.

Keep everything

Save emails, texts, letters, warnings, meeting invites, screenshots, payslips, and any notes you make. Even small items can matter later.

Build a basic chronology early

Start a simple timeline of key dates, meetings, calls, warnings, and decisions. This makes it much easier to assess what happened and where the process may have failed.

Do not rely on verbal reassurance

If something matters, try to get it confirmed in writing. Verbal assurances are often denied, softened, or reinterpreted later once the matter escalates.

Initial issue or concern

This may start with a warning, meeting, investigation, or sudden termination. At this stage, records and communication matter the most.

Process review

The key question is whether the employer acted fairly and reasonably. This includes notice, opportunity to respond, and proper investigation.

Personal grievance

In many cases, a personal grievance may need to be raised. This is where timing, documentation, and consistency become critical.

Mediation or ERA

If the matter is not resolved early, it may move into mediation or the Employment Relations Authority process.

Not putting things in writing

Verbal discussions are easy for the other side to deny later. Important discussions should be followed up in writing.

Waiting too long

Employment matters can involve strict timeframes. Leaving things too long can reduce your options and weaken the position.

Disorganised evidence

Screenshots, letters, notes, and timelines are far more useful when they are ordered clearly and can be followed easily.

Relying on verbal reassurance

What sounds supportive at the time can later be reinterpreted or denied entirely once the matter escalates.

Facing dismissal

If dismissal is being discussed or has already happened, timing and documents become critical very quickly.

Serious disciplinary process

Allegations, investigations, and disciplinary meetings can escalate fast if they are not handled properly.

Unclear or unfair process

If the process feels rushed, one-sided, or poorly explained, that can be a strong sign that the matter needs review.

Preparing a case

Even when a matter is already advanced, proper structure, chronology, and evidence preparation can make a major difference.