Neurodiversity in the Workforce: Flavie Motte Of BNP Paribas in Canada On Why It’s Important To Include Neurodiverse Employees & How To Make Your Workplace More Neuro-Inclusive
An Interview With Eric Pines
Provide staff the tools and training to educate them on neurodivergency and how to support their neurodivergent co-workers.
How can companies support neurodiversity in the workplace? What are some benefits of including neurodiverse employees? To address these questions, we are talking to successful business leaders who can share stories and insights from their experience about “Neurodiversity in the Workforce”. As a part of this series, we had the pleasure of interviewing Flavie Motte, Head of Human Resources, BNP Paribas in Canada.
Flavie Motte is the Head of Human Resources for BNP Paribas in Canada. With over 20 years of experience in the Human Resources field, Flavie has demonstrated a successful track record in organizational transformation. She has held various senior positions across BNP Paribas in Paris, such as Group HR, Global Banking HR, and Global Markets HR.
Flavie is passionate about continuous learning, and by championing training programs, mentorship opportunities, and cross-functional collaboration — including BNP Paribas’ internal Neurodiversity Centre of Excellence in partnership with EY Canada — she enables all employees to evolve and stay ahead in a dynamic business landscape. Dedicated to fostering an inclusive workplace, Flavie is a firm advocate for diversity and equity, and remains an influential figure in the field, combining expertise with a genuine enthusiasm for helping individuals and organizations flourish.
Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you ended up where you are?
I spent my formative years in Northern France, surrounded by its beautiful landscapes. It’s funny how, despite all my moving around, a good chunk of my family still calls it home while I’ve bounced around the world countless times.
Ever since I was a kid, I’ve been fascinated by getting to know people and learning their stories. This natural interest became a pathway for me to explore Human Resources. Now, after more than two decades in the finance industry, my journey has taken me from Paris, to Ireland for five years, and finally landing in Canada in 2023.
I am passionate about HR strategy, change management, and creating a workspace where everyone feels totally at ease to be themselves. To me, that starts with designing an onboarding process that takes into account the unique qualities of each team member. We spend a considerable amount of our life at work, so it’s a no-brainer that there should be a significant focus on the well-being of the amazing people who choose to work with us.
These days, the role of HR is a priority for companies. That’s why I feel it’s essential for leaders in HR to step up and reimagine strategies that breed innovation, drive growth, and shake things up. BNP Paribas has always given me the opportunity to nurture that kind of change and well-being, which is why I’m so proud to continue being part of the team today.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
I consider myself extremely fortunate to be an HR leader at BNP Paribas in Canada. My success is not attributable to one thing, but in terms of character traits that helped me become the leader I am today, here’s what I think are some of the most impactful:
- I am authentic — I think this is a trait that my team really appreciates about me and my leadership style. I don’t hesitate to offer constructive feedback to my colleagues, no matter the level of their role. This allows me to retain a “growth mindset” spirit, and be respected as a strategic partner. I always tell people to take feedback as a gift with no judgment, and that it is up to them as to how they use that feedback moving forward.
- Curiosity — I am naturally very curious and I always find myself trying to better understand the reasons why we implement internal changes and programs. If there isn’t a strong “why” or rationale, I won’t move forward. This drives me to constantly learn and develop internal structures that not only fit the business needs, but the needs of our employees and teams. I dedicate a lot of my time consulting with employees and consistently ask questions to ensure all perspectives are taken into account.
- I am solution and delivery oriented — In some organizations, HR ideas often remain a concept, or are too high-level. Through my work with BNP Paribas in Canada, I ensure structure and deliver on clear KPIs. It is important to mirror the same quality of work and foremost expertise internally as we do for our clients. I always aim to leave a positive HR footprint wherever I go, ensuring the HR team is at the table for every applicable strategy.
Can you share a story about one of your greatest work-related struggles? Can you share what you did to overcome it?
Whenever you step into a new role, there’s this urgency to establish credibility swiftly — to be seen as the pro, the expert. That initial impression you leave as the Head of HR is vital, it sets the tone. I put a lot of pressure on myself to make immediate changes, and make sure my performance is quickly recognized. But, truth be told, there are days when that pesky Imposter Syndrome sneaks in — that nagging voice that says, “this will be too tough” or “impossible” to hit goals. I’ve been working hard to rid myself of that feeling, and ultimately be kinder to myself. In HR, we have to be patient. I always say to myself, “Plant the seeds now, and watch them grow into strong flowers later.”
The team I have the privilege of working with at BNP Paribas in Canada also helps me overcome this. By surrounding yourself with positive people, who can lift you up as needed — both personally and professionally — you’re bound to surmount any challenge.
What are some of the most interesting or exciting projects you are working on now?
We are sharpening our focus on being more employee-centric and solutions driven. The HR function is historically perceived as a reactive, troubleshooting, resource-of-last-resort. The team and I are highly engaged in being proactive — connecting and building relationships with our stakeholders. For example, this year we implemented a “Let’s Talk” series, whereby the HR Business Partners and I address a specific topic, creating more awareness and visibility of our offerings. We put our people at the heart of everything we do, always.
Fantastic. Let’s now shift to our discussion about neurodiversity in the workforce. Can you tell our readers a bit about your experience working with initiatives to include neurodiverse employees? Can you share a story with us?
We have been incredibly proud of our partnership with EY Canada Neurodiversity Centres of Excellence during the launch of our workplace inclusion program for neurodivergent professionals. Learning from their team of experts on how to strategize and create systems that build trust, confidence and inclusion within organizations, has been so valuable. We have worked diligently to raise awareness around our program and the importance of organizations building inclusive cultures. Currently, we are leading an initiative through our Diverse Abilities Supporters Community, where we’re looking at a number of external partners and experts to learn from, and understand the systems needed to support, attract and retain people with Diverse Abilities.
We’ve recently had the pleasure of welcoming a neurodiverse young professional to our team, and this has significantly enriched our insights into creating an inclusive environment for individuals of diverse profiles within the Bank. This experience has empowered us to provide informed guidance to our managers regarding the necessary adjustments, both in terms of the workspace and the essential interpersonal skills. This team member also requested the accommodation of having her assistance dog accompany her as she operates in her wheelchair. Her dog has quickly become the mascot of the team!
This may be obvious to you, but it will be helpful to spell this out. Can you articulate to our readers a few reasons why it is so important for a business or organization to have an inclusive work culture?
Approximately 20% of the Canadian population identifies as neurodivergent, which includes conditions such as ADHD, autism, dyslexia, and Tourette’s Syndrome. Even with certain industries in high demand for workers, only 59% of Canadians with disabilities are employed, compared to the 80% of Canadians without disabilities. Studies have proven that organizations structured around inclusivity have greater readiness to innovate, and can widen their talent pool. It is important organizations are aware of the benefits of diversity to not only establish a more inclusive culture but also to create better communication, trust and empowerment among employees.
Can you share a few examples of ideas that were implemented at your workplace to help include neurodiverse employees? Can you share with us how the work culture was affected as a result?
We want to ensure we are accommodating for all future employees, including neurodiverse applicants. All of our job descriptions use clear and concise language, and we offer opportunities for applicants to demonstrate their skills in unique ways, like projects and presentations. In addition, our Diverse Abilities Supporters community worked internally with human resources and managers to share key ways in which we can better engage, support, mentor and train new talent.
The impact on work culture has been tremendous. It not only facilitated meaningful connections within our organization among neurodiverse employees and their respective teams, but also among employees who have personal ties with neurodiverse individuals outside of the workplace. We quickly realized how many employees have friends and family members who fall within the neurodiverse spectrum. Through establishing these avenues to foster the growth and well-being of our neurodiverse employees, we’re nurturing a corporate culture that is built on empathy, open-mindedness, and inclusiveness.
What are some of the challenges or obstacles to including neurodivergent employees? What needs to be done to address those obstacles?
Some people, including both managers and coworkers, may have limited awareness and understanding of neurodiversity, which can lead to misconceptions and bias. Neurodivergent employees also require a specific set of accommodations to perform at their best, which some workplaces may lack the necessary resources or policies to provide. At BNP Paribas in Canada, we knew we wanted to ensure that we could provide essential supportive tools and resources, so our employees can grow and thrive without facing some of these obstacles. This is why we set out to make the Neurodiversity Centre of Excellence a reality at the Bank. There is still more research needed to further understand what living with neurodivergence means but we are committed to listening and supporting our colleagues.
However, simply hiring neurodiverse employees isn’t the only solution to creating an inclusive workplace. Ensuring employee policies include neurodiverse people and perspectives, and providing employees the tools to help their co-workers feel supported and succeed in their roles, is necessary as well. At BNP Paribas in Canada, we work collectively to identify barriers that all employees often face in their day-to-day activities, so that we can begin implementing the right solutions and resources based on those conversations.
How do you and your organization educate yourselves and your teams on the concept of neurodiversity and the needs of neurodivergent employees? Are there any resources, training, or workshops that you have found particularly helpful?
We have built tools and training systems for existing staff to educate them on neurodiversity stereotypes and how they can contribute to building a more inclusive workplace environment. We offer a peer mentorship program as well, pairing new hires with a ‘buddy’ to support them and ensure they have a positive onboarding experience. At the end of the training, our staff will understand the various disabilities and how to become allies to their neurodivergent co-workers.
We have always been committed to hiring, promoting and setting our diverse talent up for success.
This is the main question of our interview. Can you please share five best practices that can make a business place feel more welcoming and inclusive of people who are neurodivergent?
1 . Provide staff the tools and training to educate them on neurodivergency and how to support their neurodivergent co-workers.
2 . Present career growth opportunities to all employees.
3. Provide necessary resources to support those with neurodivergent disabilities, allowing them to grow and achieve the same success as their coworkers who don’t live with disabilities.
4 . Implement committees that continuously educate the entire organization on how to build and sustain a diverse and inclusive workplace culture.
5 . Ensure all staff are invited and encouraged to participate in listening sessions where all ideas and opinions are welcomed.
Can you please give us your favorite “Life Lesson Quote”? Can you share a story about how that was relevant in your own life?
“Shoot for the moon, even if you miss, you’ll land among the stars.”
I try to teach everyone to avoid limited beliefs. If you don’t try, you won’t know what you’re capable of. I have so many personal examples of where I was amazed by myself, by shooting for the moon, and I can confidently say the same for many valued members of my BNP Paribas in Canada HR team.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be?
It seems rather simple but I truly believe that kindness is key, especially in a world that’s becoming more fragmented and lightning-fast. Being kind isn’t a fluffy idea — it’s powerful. It is the cornerstone of forging strong, uplifting connections, a way to ignite empathy and a deeper sense of understanding between us all. So, be kind to yourself and others!
How can our readers further follow your work online?
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Eric L. Pines is a nationally recognized federal employment lawyer, mediator, and attorney business coach. He represents federal employees and acts as in-house counsel for over fifty thousand federal employees through his work as a federal employee labor union representative. A formal federal employee himself, Mr. Pines began his federal employment law career as in-house counsel for AFGE Local 1923 which is in Social Security Administration’s headquarters and is the largest federal union local in the world. He presently serves as AFGE 1923’s Chief Counsel as well as in-house counsel for all FEMA bargaining unit employees and numerous Department of Defense and Veteran Affairs unions.
While he and his firm specialize in representing federal employees from all federal agencies and in reference to virtually all federal employee matters, his firm has placed special attention on representing Veteran Affairs doctors and nurses hired under the authority of Title. He and his firm have a particular passion in representing disabled federal employees with their requests for medical and religious reasonable accommodations when those accommodations are warranted under the Rehabilitation Act of 1973 (ADA). He also represents them with their requests for Federal Employee Disability Retirement (OPM) when an accommodation would not be possible.
Mr. Pines has also served as a mediator for numerous federal agencies including serving a year as the Library of Congress’ in-house EEO Mediator. He has also served as an expert witness in federal court for federal employee matters. He has also worked as an EEO technical writer drafting hundreds of Final Agency Decisions for the federal sector.
Mr. Pines’ firm is headquartered in Houston, Texas and has offices in Baltimore, Maryland and Atlanta, Georgia. His first passion is his wife and five children. He plays classical and rock guitar and enjoys playing ice hockey, running, and biking. Please visit his websites at www.pinesfederal.com and www.toughinjurylawyers.com. He can also be reached at eric@pinesfederal.com.
Neurodiversity in the Workforce: Flavie Motte Of BNP Paribas in Canada On Why It’s Important To… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.