Cultural Differences at Work: What NZ Employers Need to Understand

New Zealand workplaces are becoming more culturally diverse, and many businesses are increasingly reliant on migrant workers, particularly in sectors where finding local staff is hard. 

That diversity is a real strength. It brings different skills, perspectives and ways of thinking into a business. But it can also bring challenges if we assume everyone sees work, communication, authority and behaviour in the same way we do. 

The important thing to remember is that culture is not just something “other people” have. We all have cultural norms. We all carry assumptions about what is respectful, what is rude, what good communication looks like, and how people should behave at work. 

When those assumptions are different, things can be misunderstood quickly. 

Authority and initiative 

In New Zealand, most workplaces are not highly authoritative. Managers do not usually prescribe every task, check every detail, or expect staff to wait for instruction before acting. 

In fact, we often value people who take initiative, ask questions, and get on with things. 

But in some cultures, a more directive style of management is normal. Employees may be used to waiting for clear instructions, following them closely, and not stepping outside what they have specifically been asked to do. 

To a New Zealand manager, that might look like a lack of initiative or someone “working to rule”. But from the employee’s perspective, they may simply be doing what they understand to be respectful and appropriate. 

The opposite can also happen. A manager from a more authoritative culture may check every detail and give very direct instructions. Kiwi staff may experience that as being micromanaged or undermined, even when that is not the intention. 

Status and speaking up 

New Zealanders are generally not very deferential to status. We will usually talk to the boss, make suggestions, raise concerns, and say when something is not working. 

Our employment law and workplace processes are also built around that idea. We expect employees to raise issues, participate in discussions, and give feedback. 

But for some people, questioning a manager or speaking up before being invited to do so may feel completely inappropriate. In some cultures, it may even feel risky. 

So, when an employer wonders, “Why didn’t they just tell me there was a problem?”, the answer might be that, for that employee, it did not feel like a real option. 

That does not mean employers or managers should avoid expectations around communication. But it does mean those expectations may need to be explained clearly, not assumed. 

Language and everyday communication 

New Zealand workplaces are full of casual language, shorthand and colloquialisms. 

We say things like “give it a nudge”, “have a yarn”, “she’ll be right”, “yeah, nah”, or “just flick that through”. To us, those phrases may feel completely normal. But to someone who has not grown up with them, they can be confusing. 

Even where someone speaks English well, that does not mean they will automatically understand local expressions, humour, tone or indirect instructions. 

This is where simple, clear communication makes a big difference. It is not about talking down to people. It is about making sure the message has actually been understood.  If you aren’t sure if either you or they have understood directly, then check a simple “have I understood you correctly that….” can be a great habit to get into – even if people aren’t from a different culture. 

Everyday cultural norms 

There are also the small day-to-day things we often do without thinking. 

How we greet people. When a handshake is appropriate. Whether a nod, wave or hug feels normal. How much eye contact we expect. How direct we are. How quickly we move into first names. What we think is polite. 

For many New Zealanders, eye contact is seen as a sign of honesty and engagement. In other cultures, avoiding direct eye contact may be a sign of respect. 

Neither is right or wrong. They are just different. 

The difficulty is that, when we do not recognise those differences, we can misread behaviour. Someone may come across as rude, disengaged, overly formal, too quiet, too direct, or not confident, when really there is something cultural sitting underneath it. 

So, what can employers and managers do? 

The first step is simply recognising that cultural expectations exist on all sides. 

It is not about expecting someone who has moved to New Zealand to wipe the slate clean and instantly operate like someone who has lived here their whole life. Cultural norms are deeply ingrained, and adapting to a new country, workplace and language takes real effort. 

A useful self-check is this: 

Could this be cultural? 

Not as an excuse for poor behaviour, and not as a way of avoiding necessary conversations, but as a prompt to pause before jumping to conclusions. 

If the answer is “possibly”, then open the door to a conversation. Keep it low-key, respectful and practical. Explain what you have noticed, ask how they have understood the situation, and talk through what is expected in your workplace. 

Where there may be a status or hierarchy issue, think carefully about who is best placed to have that conversation. Sometimes a peer, team leader, or someone the employee trusts may be able to open the door more comfortably. 

It also helps to be explicit about the things we often assume people will just know. For example: 

“It is okay to ask questions here.” 
“If something is not clear, we would rather you check than guess.” 
“If you see a problem, please raise it early.” 

Those small explanations can make a big difference. 

A bit of kindness goes a long way 

Having lived in different cultures myself, I know that even when you are trying hard to adapt, it can be exhausting. You are constantly watching, listening, translating, and trying to work out what is expected. 

For someone working in a second language, that effort is happening all day. 

So yes, employers still need clear standards and expectations. But a bit of patience, kindness and gentle guidance can go a long way. 

And importantly, businesses should not shy away from employing people from different cultural backgrounds because it feels a bit harder. 

As New Zealand changes, your customers are changing too. A team that understands and relates to a wider range of people can be a huge asset. 

Diverse workplaces do take thought and effort. But done well, they can also be stronger, more adaptable, and better connected to the communities they serve.