Selected cases

Employment Court of New Zealand · [2025] NZEmpC 209

DBM Medical Ltd v Gaarkeuken

Gaarkeuken resigned after being informed of a potential Performance Improvement Plan (PIP) to address his underperformance.

Employment Court of New Zealand17 Sept 2025

Plain-English explainers, not legal advice. Use the linked official source for section-level detail, and get advice for your situation.

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Quick read

  • Employers should handle performance management carefully, ensuring that any concerns are communicated clearly and fairly.
  • The Employment Court case DBM Medical Ltd v Gaarkeuken ([2025] NZEmpC 209) addressed whether Peter Gaarkeuken was constructively dismissed by Orthomed NZ Ltd (now DBM...

Use this to check

  • Constructive dismissal requires evidence that the employer's actions made continued employment untenable.
  • Employers should handle performance management with fairness and transparency to avoid legal claims.
  • Documenting performance issues and communications is crucial for defending against claims.

Decision snapshot

  1. What happened

    • Peter Gaarkeuken was employed by Orthomed NZ Ltd (later amalgamated into DBM Medical Ltd) as a category manager starting in February 2022.
    • Orthomed is a supplier of arthroplasty products to surgeons in New Zealand hospitals.
    • Gaarkeuken, an experienced specialist in hip and knee arthroplasty, was hired to assist with existing sales and to grow the company's market share.
    • Initially based in Auckland, he transferred to Christchurch in June 2022 to be closer to his family and leverage his relationships with local surgeons.
  2. What the court had to decide

    • The legal issue in this case was whether Peter Gaarkeuken was constructively dismissed by Orthomed NZ Ltd (now DBM Medical Ltd).
    • Constructive dismissal occurs when an employee resigns due to their employer's actions, which make continuing employment untenable.
  3. What the court decided

    • The Employment Court ruled in favour of DBM Medical Ltd, finding that Peter Gaarkeuken was not constructively dismissed.
    • The Court determined that Gaarkeuken's resignation was voluntary and not caused by Orthomed's actions.
    • The proposed Performance Improvement Plan (PIP) was deemed a reasonable step to address performance issues.

Practical impact

Practical read

  • Employers should handle performance management carefully, ensuring that any concerns are communicated clearly and fairly.
  • If an employee resigns, it is crucial to document the circumstances and ensure that no actions could be interpreted as forcing the resignation.
  • This case also underscores the importance of maintaining professionalism in communications following an employee's departure.

Useful next steps

  • Constructive dismissal requires evidence that the employer's actions made continued employment untenable.
  • Employers should handle performance management with fairness and transparency to avoid legal claims.
  • Documenting performance issues and communications is crucial for defending against claims.
  • Professional and factual communication about employee resignations can mitigate risks.
  • Legal advice is essential when dealing with complex employment issues.

Understanding constructive dismissal

Constructive dismissal occurs when an employee resigns due to their employer's actions, which make continuing employment untenable. This could include significant breaches of contract, creating a hostile work environment, or undermining the employee's role.

In this case, the Court found that Peter Gaarkeuken was not constructively dismissed because his resignation was voluntary and not directly caused by Orthomed's actions. The Court determined that Orthomed had acted reasonably and had not created an environment that forced Gaarkeuken to resign. The proposed Performance Improvement Plan (PIP) was deemed a fair and reasonable step to address his performance issues.

Managing employee performance issues

Employers must handle performance management with care to avoid claims of constructive dismissal. This includes clearly communicating performance expectations, providing support for improvement, and documenting all interactions. If performance issues arise, consider implementing a Performance Improvement Plan (PIP) to provide a structured approach for addressing concerns.

In this case, Orthomed's decision to propose a PIP was seen as a reasonable step to address Gaarkeuken's performance issues. The Court noted that the PIP was intended to support Gaarkeuken's improvement and was not a punitive measure.

Practical sense check

  • Clearly outline performance expectations and provide regular feedback.
  • Document all performance-related discussions and actions.
  • Offer support and resources to help employees improve.
  • Ensure that any performance management processes are fair and transparent.
  • Seek legal advice if you are unsure about the appropriateness of your actions.

Handling employee resignations

When an employee resigns, it is important to handle the situation professionally to avoid potential legal claims. Ensure that the resignation is documented and that any communications about the resignation are respectful and factual.

In this case, Orthomed's communication to staff about Gaarkeuken's departure was deemed appropriate by the Court. The email was not considered objectionable as it provided necessary information about the change in staffing and presented the situation positively.

Practical sense check

  • Document the resignation in writing, including the employee's reasons if provided.
  • Ensure all communications about the resignation are professional and factual.
  • Avoid making statements that could be interpreted as defamatory or unfair.
  • Seek legal advice if there is any uncertainty about how to handle the resignation.

Employer obligations under New Zealand law

Employers should be aware of their obligations under New Zealand employment law, including the duty to act in good faith and provide a safe and supportive work environment. Failure to meet these obligations can result in legal claims, including claims of constructive dismissal.

In this case, the Court found that Orthomed had acted in good faith and had not breached its obligations to Gaarkeuken. The proposed PIP was a reasonable step to address performance issues and did not constitute a breach of contract or create a hostile work environment.

Practical sense check

  • Understand your obligations under the Employment Relations Act 2000.
  • Act in good faith in all interactions with employees.
  • Provide a safe and supportive work environment.
  • Seek legal advice if you are unsure about your obligations.

Common questions

What is constructive dismissal?

Constructive dismissal occurs when an employee resigns due to their employer's actions, which make continued employment untenable. This can include significant breaches of contract or creating a hostile work environment.

Did the Court find that Gaarkeuken was constructively dismissed?

No, the Court found that Gaarkeuken resigned voluntarily and was not forced to leave due to Orthomed's actions. Therefore, it ruled that he was not constructively dismissed.

How can employers avoid constructive dismissal claims?

Employers should ensure that performance concerns are communicated clearly and fairly, provide employees with opportunities to improve, and document all interactions. This helps mitigate the risk of constructive dismissal claims.

Was Orthomed entitled to recover costs and the money held on trust?

Yes, the Court ruled that Orthomed was entitled to recover the money held on trust and awarded costs in their favour for both the Employment Relations Authority and Court proceedings.

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