Policy and Practice February 2019

participation. Citizens in moralistic cultures are more likely to support individuals who earn their positions in government on merit rather than as a reward for party loyalty, yet are more open to third-party participation. 13 The individualist political culture areas (shown in green) originated with settlers from non-Puritan England and Germany. Individualists see the government as a mechanism for addressing issues that matter to individual citizens and they expect the government to provide goods and services they see as essential. 14 Traditionalistic political cultures (shown in blue) were shaped by the plantation lifestyle, rather than by any particular immigrant group, where a limited group of wealthy landholders and business families held all the power. They believed the government existed only as a necessity to maintain the existing social order. 15 Economic, legal, social, and tech- nological changes have also triggered changes in state government cultures. New government employees must figure out how to “fit in” with their agency’s culture, shared values, behaviors, and politics. What many government agencies fail to recognize is that their organizational culture and leadership are the keys to enhancing onboarding. To remain competitive, government agencies are going to need to prepare their leaders to use the strat- egies that influence culture. Adaptive leaders must be intentional about helping new employees adapt to their agency’s culture. Creating a Cultural Onboarding Experience A carefully planned cultural onboarding experience is inexpen- sive, yet creates short- and long-term

Cultures Are Expressed by Different People in Different Ways 20 Employees Employees bring their own beliefs and values when they come to work. What employees believe culture is may be completely different from the perceptions of leadership.

Leadership

Do you know your agency’s culture? An adaptive leader has a clear view of the realities of your agency’s culture. Every government agency makes statements about its mission and culture. But is it accurate? By proclaiming one thing and permitting another, leaders can inadvertently foster the belief that your agency cannot be trusted. Different members of the public will have different perspectives regarding the culture of a government agency. Leaders should know that these perspectives are largely fed by what employees and consumers say and share online.

Agency

Public

Elazar’s Cultural Classification by State 21

Moralistic Traditionalistic Individualistic

leadership to shifting priorities. “There have been cuts to staffing and oper- ating hours, agency consolidation and cross-agency service delivery, and … these changes have occurred simul- taneously with increasing demands for less expensive but more effective services.” 19 As the competition for talent heats up, it will be essential for government leaders to adapt to these new realities and to offer solutions and inspire changes on how to onboard new employees. While it is not a one-size- fits-all approach, adaptive leaders must be prepared to introduce their agency’s evolving culture to new employees.

benefits for both government agencies and their new employees. “The hiring surge, plus the looming retirement wave, offers a rare opportunity for government to invest in comprehensive onboarding programs.” Onboarding should highlight how a new employee’s job contributes to the agency’s mission. It must paint a realistic picture of your agency’s culture so new employees understand what they are getting into. 17 Adaptive leaders understand that culture is constantly evolving, one in which leaders learn from shifting circumstances and employees do not merely buy in but instead “join in.” 18 In a post-crisis economy, govern- ments are being challenged to rethink assumptions about organizational culture and how to adapt their

Jill M. Hillebregt is a Supervisor in the Housing and Support Services Division at the Minnesota Department of Human Services.

Reference Notes 1. Holt, T. (2013). Creating a Great

Organizational Culture in the Public

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Policy&Practice February 2019