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. 

Diversity can be a real strength. It brings different skills, perspectives and ways of thinking. But it can create challenges when we assume everyone sees work, communication, authority and behaviour in the same way we do. 

Culture is not just something “other people” have, we all have cultural norms. We all carry assumptions about what is respectful, rude, and how people should behave at work. 

When those assumptions are different, misunderstandings can arise. 

Authority and initiative 

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

We tend to 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 instructions, following them closely, and not stepping outside what they have specifically been asked to do. 

A New Zealand manager might assess that as 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 talk to the boss, make suggestions, raise concerns, and say when something is not working. 

Our employment law and workplace processes are 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 may feel completely inappropriate, even when asked. 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 it did not feel like a real option. 

Employer expectations may need to be clearly explained, not assumed. 

Language and everyday norms 

Our workplaces are full of casual language, shorthand and colloquialisms. 

We say things like “give it a nudge” 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. As can day-to-day things we often do without thinking. Like when a handshake is appropriate or how much eye contact we expect.  

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. 

When we don’t recognise those differences, we can misread behaviour. Someone may come across as rude, disengaged, too direct, or lacking confidence, when really it may be cultural. 

So, what can employers do? 

Firstly, simply recognise that cultural expectations exist on all sides. 

Migrants cannot simply wipe the slate clean and instantly operate like someone who has lived here their whole life. Cultural norms are deeply ingrained. 

A useful self-check is this:  Could this be cultural? 

Not as an excuse for poor behaviour, or for 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.  If that person is from a culture deferential to status, it might be helpful if there’s someone in a similar role or a from their culture that can support them in these conversations. 

Be explicit about the things we often assume people will just know: 

“It is okay to ask questions here.” 

“If something is not clear, please check rather than guess.” 

“If you see a problem, please tell us.” 

Working in a different culture or a second language takes extra effort all day. They are listening, translating, watching for cues, and trying to work out what is expected. 

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

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