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for Human Resource Management. Retrieved from https://www.shrm.org/ foundation/ourwork/initiatives/resources- from-past-initiatives/Documents/ Onboarding%20New%20Employees.pdf 5. Ibarra, P. (June 13, 2017). Curating a Healthy Workplace Culture in Government. Governing. Retrieved from http://www. governing.com/columns/smart-mgmt/col- curating-healthy-high-performing-culture- government-workforce.html 6. Mroszczyk-McDonald, D. (December 12, 2016). Organizational Culture Change: Understanding Your Culture. GovLoop. Retrieved from https://www.govloop.com/ community/blog/organizational-culture- change-understanding-culture/ 7. Shahzad, F., Luqman, R., Khan, A., & Shabbir, L. (2012). Impact of Organizational Culture on Organizational Performance: An Overview. Interdisciplinary Journal of Contemporary Research in Business, 3(8), p. 976. Retrieved from https://journal- archieves14.webs.com/975-985.pdf 8. Mroszczyk-McDonald, D. op. cit. 9. Schein, E. H. (2004). Organizational Culture and Leadership. (3rd ed.), p. 102. San Francisco: Jossey-Bass. 10. Bolman, L., and Deal, T. (2013). Reframing Organizations (5th ed.), p. 193. San Francisco: Jossey-Bass. 11. Rainey, H.G. (2003) Understanding and managing public organizations (3rd ed.). San Francisco: Jossey-Bass. 12. Elazar, D., Gray, V., & Spano, W. (1999). Minnesota Politics and Government (Politics and Governments of the American States, p. xxii). Lincoln: University of Nebraska Press. 13. Leckrone, J. (December 18, 2013). State and Local Political Culture. The American Partnership. Retrieved from https://theamericanpartnership.com/tag/ elazars-political-culture/ 16. Lavigna, B. (June 2009). Getting Onboard Integrating and Engaging New Employees. Government Finance Review. 25(6), 65-70. Retrieved from https://www.gfoa.org/ sites/default/files/GFR_JUN_09_65.pdf 17. Ibid. 18. Ibarra, P. op. cit. 19. Pynes, J. E. (2013). Human Resource 20. Organizational Culture Change: Understanding Your Culture. GovLoop. Retrieved from https://www.govloop.com/ community/blog/organizational-culture- change-understanding-culture/ 21. See https://courses.lumenlearning. com/amgovernment/chapter/ state-political-culture/ Management for Public and Nonprofit Organizations, p. xviii. San Francisco: Jossey-Bass. 14. Ibid. 15. Ibid.

Cultural Onboarding Activities for the Adaptive Leader Create an “employee first” experience

n Give new employees the opportunity to define what they need as part of their onboarding process. n Employees who know what to expect from their agency’s culture and work environment make better decisions. n Create an open, questioning environment for new employees. They will need time to adjust to their new culture. n Provide feedback often. New employees often make mistakes and may find it challenging to navigate your culture. n Tailor your cultural onboarding experience to the type of new employee (e.g., director, supervisor, front-line staff, or internal employee). n Introduce new employees to senior leadership, key partners, and workgroups in their first day/week. n Establish partnerships between new employees and agency “insiders.” This partnership will establish the foundation for an effective long-term working relationship with the employee and agency. n Before new employees’ first day, email their bios and pictures to their new team. Often past work experiences and extracurricular activities can help speed up introductions with coworkers. n Set cultural expectations. n Explain your agency’s cultural expectations. n Host a meet and greet for new employees at the end of their first week. n Encourage new employees to participate in voluntary agency functions, events, or groups. n Provide new employees with a cultural coach (not a mentor) shortly after starting to help them navigate your agency’s culture. n A cultural coach provides cultural insight about your agency, its people, and the work. They help new employees understand the written and unwritten rules of your agency’s culture. n Cultural coaches support agency leadership and are present at leadership meetings. n Share stories and the history of a new employee’s team, division, and agency. n Connect your agency’s culture to its mission, vision, values, and strategic priorities. n Explain how issues are resolved and where a new employee might be involved in the problem-solving. n An abbreviated “internal” cultural onboarding process should be developed to meet the needs of employees who change positions within an agency. While an internal employee is not new to the agency, a role change often comes with a change of team members, new leadership, and new cultures.

Communicate culturally

Provide a “cultural coach”

Create a feeling of purpose

Sector. American Society for Public Administration’s PATimes. Retrieved from https://patimes.org/creating-great- organizational-culture-public-sector/ 2. Carucci, R. (December 3, 2018). To Retain New Hires, Spend More Time Onboarding Them. Harvard Business Review. Retrieved from https://hbr.org/2018/12/to-retain- new-hires-spend-more-time-onboarding- them?utm_source=feedburner&utm_

medium=feed&utm_campaign=Feed%3A +harvardbusiness+%28HBR.org 3. Maurer, R. (2018). New Employee Onboarding Guide. Society for Human Resource Management. Retrieved from https://www.shrm.org/resourcesandtools/ hr-topics/talent-acquisition/pages/new- employee-onboarding-guide.aspx 4. Bauer, T. (2010). Onboarding New Employees: Maximizing Success. Society

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