Background information: I was fortunate to be invited to a Guangdong enterprise (a well-known brand in the washing industry) to conduct a two-day research on corporate culture with MBA students from Sun Yat-sen University. What we know in advance is that the enterprise has been doing a lot in the construction of corporate culture. From the moment we arrived at the enterprise, we contacted relevant personnel and had doubts about its cultural effect. The following is an article compiled after the trip, based on the investigation of corporate culture construction and combined with the cases of contacting other enterprises. First, don't promise easily.
In order to attract excellent employees, enterprises must meet certain requirements put forward by employees, and even make certain commitments to some future behaviors of employees. However, we need to remind enterprises that you should never make a promise to employees easily, because once this promise cannot be fulfilled, employees will doubt the personality of the enterprise. It is conceivable that the corporate culture and its construction based on honesty can not be achieved between enterprises and employees, just like walking dead, which will only make employees feel tasteless, indifferent and even disgusted. For example, an employee satisfaction survey conducted by the human resources department of a chemical enterprise we contacted showed that employees were highly satisfied with the enterprise. As a result, the company believes that all employees feel the warmth of corporate culture. But in fact, what we learned through the grass-roots staff forum is that although enterprises advocate honesty, they simply don't care about the grass-roots staff's proposals, don't honor them, or the improvement speed is too slow, and the grass-roots staff are indifferent to such investigations and even bored. Even if employees have something to go to the human resources department, they are always delayed because they are busy. When we asked them why they didn't put their opinions into the suggestion box set up by the enterprise, the answer given by the employees shocked us: we never saw them open the suggestion box, maybe they didn't open it at all because the lock was rusty.
We believe that even if we promise, we should treat them differently. For managers, you have made a promise to them. Even if they can't satisfy all the achievements they have achieved or have achieved, they are not unable to understand and tolerate because of their relatively high quality and understanding, and they also know the principle of putting the overall situation first. But for grassroots employees, such expectations may not be achieved. Because they are simple, love and hate are very clear. Therefore, if you don't keep your word with them, or shirk it, or artificially hide something from them, they will feel cheated. After that, whatever you push, they will psychologically have suspicious and hostile understanding and emotions, and every product of the enterprise needs them to deal with. Many enterprises always attribute the unstable quality to the quality and sense of responsibility of employees. In fact, in the final analysis, there is something wrong with your culture (that is, communication with employees).
It's not that you can't talk about big ideas or theories with grassroots employees. It's just that it's hard for them to reach an agreement in this way, because few of them will understand this and won't care about it. What you need to do is to honor those promises that are not too high and too difficult, or admit that you lied, or admit that you didn't do it, so that they can at least have an honest understanding of you. Second, don't grade.
Culture should be a group of people, so corporate culture should be consistent and equal to all employees. We don't want to talk about humanization, but artificially grade employees in the basic daily system construction that all employees in the enterprise should abide by. For example, it is divided into management and employees, which makes the two levels enjoy different corporate culture policies and systems. There is no doubt that this will cause great psychological imbalance to the whole staff level, thus seriously dispelling their enthusiasm for work.
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This phenomenon happened in a foreign steel enterprise I contacted. The company prepared 20 umbrellas for employees in front of the office building. At first glance, you feel very human and worthy of praise. Take a closer look, six of the 20 rain flashers have been labeled as "manager-level use" by the human resources department, and these six flashers are the ones that don't need to be folded. Their quality is better than other 14 flashers (all of which are very common) and they are more convenient to use. Office staff 183, including 7 managers and above. In addition, this enterprise also implements the system that management doesn't have to punch in. The managers explain that the enterprise has put forward higher requirements for their self-discipline, and they are never late. But most employees don't think so. Their views are: first, we are all human beings and employees of enterprises, but we do different things. Why do we punch in? Is it because we think that we are thoughtless, uneducated, have low consciousness and don't need self-discipline, so we will be warned and fined for being late, so they can go in and out unscrupulously? There is also the problem of food. Managers eat small tables, even the dishes and chopsticks are advanced. Workshop employees complain that they don't have enough to eat (especially those who work at night), and office employees complain that canteen suppliers are unwilling to finish even basic condiments.
In addition, I also contacted a well-known hardware company. All the management, including the boss of the company, said that they should create a fair and just environment, and they thought they had done a good job in this respect. With the deepening of understanding, I found that they still have problems in accommodation. The company's poor conditions can't solve the accommodation problem of all employees, so it is stipulated that only the employees in the company's office arrange accommodation and the production employees solve it themselves. Besides, I also rent a house and work as a supervisor, manager, minister and other management departments. Originally, this is understandable, because 1, different schedules cannot interfere with each other, which is the embodiment of human nature; 2. It is understandable to have a preference for talents; But later, the boss of the company specifically talked about Gao Qian Building in many staff meetings, which virtually increased the hierarchical barrier between management and staff. This also shows that the concept of hierarchy is in their bones, and what they say is just a slogan, so it is not difficult to understand that they later divided the employee accommodation area and the management accommodation area in the newly-built dormitory, and planted the sign "Management dormitory, other employees stop" in the corridor of the management accommodation area. Of course, everything is absolutely fair, so it is unfair to talents. In fact, this is not the same as grades. I won't discuss it here for the time being. ) I don't suffer from widowhood or inequality. The reason seems simple, but it is not so easy to do. Creating a "fair and just" environment is not just talk, but rooted in the heart.
Third, don't complicate it.
This is the refinement of corporate culture, which requires simplicity as much as possible. Don't make it complicated and abstract, because in this way, it will be difficult for employees to understand your so-called culture, let alone understand it correctly and reach a consistent understanding. In this way, let alone the employees' digestion of the culture you refined and created. You are just wishful thinking. Employees either just remember the words that represent cultural norms, but they can't correctly understand and digest the culture you advocate, or even if they understand and digest the culture, the results of different employees' understanding and digestion are different. As a result, no matter how hard you try, corporate culture can't be implemented in the minds and work of employees in the right way, and the culture you promote can't bring higher benefits to the enterprise. It is not impossible to do the opposite when you are wrong.
Many enterprises always habitually twist corporate culture with corporate goals, policies or principles, and learn from each other's strengths or needs. Causing employees to be at a loss-I don't know what this corporate culture, goals, policies or principles mean, what kind of relationship they have, and what are the differences. Therefore, employees can only digest by endorsement in confusion.
How to Build Enterprise Culture (Ⅱ)
Fourth, neither too high nor too low.
Corporate culture can come from some moral standards of being a man and doing things, but the enterprise is a collective organization after all, and the corporate culture is finally reflected in the collective behavior of the enterprise. Therefore, the standard of corporate culture is naturally higher than that of individuals. For example, the word "integrity" is not suitable as the cultural criterion of an enterprise, because integrity is the basic criterion for each of us to do things. It would be better if it was changed to honesty, and it would be better if it was changed to * * * to win. Considering not to make too low a mistake, we should be more careful not to set our goals too high. At present, most of our enterprises are impetuous. They are always on a par with multinational companies, or shout the slogan of a century-old shop, or want to enter the world's top 500, or shoulder the heavy responsibility of the development of the whole industry, or carry the banner of national brands, or assume some social responsibilities, and so on. It's not that these great goals and the courage to take responsibility are wrong. The problem is that you are just an enterprise after all. Don't just shout slogans, be practical and do it in a certain time. Moreover, enterprises are profit-making organizations after all, and enterprises are just enterprises. Don't think how great you are, think that your culture can be compared with the responsibilities of industry, nation, government or society, and don't simply think that these cultural behaviors that dare to assume lofty responsibilities will be recognized by everyone, then the enterprise will naturally become stronger and stronger. China's reform and opening up has lasted for more than 20 years, and the real development of enterprises has also lasted for more than 10 years. Compared with the industrial revolution in developed countries for hundreds of years and the enterprises accumulated in at least dozens of hundreds of years, we are still a little immature and need to be more pragmatic.
What's more, I went to Yangshan, Guangdong on business in 2007 1 month, and saw a banner hanging at the door of a local credit cooperative, which was full of breath. Is it possible for you? Therefore, the correct standard of corporate culture should only be between personal responsibility and social responsibility. If it is set too high, such as "fraternity", "dedication" and "peace", employees with a little quality will realize that it is impossible at the beginning. If it is really implemented, the result will only make the enterprise overwhelmed; If you don't perform, your employees and society will think that you are just cheating under the guise.
Fifth, don't be arrogant.
This means that enterprises need to face the cultural needs of different levels of internal groups on the basis of equal treatment and carry out targeted cultural construction. For example, before the culture itself is really formed, employees with different concepts and qualities have different understandings of it. Therefore, even on the basis of unified cultural standards, employees and management have different needs for it.
In fact, it is easy for grass-roots employees to satisfy the consumption of corporate culture. They consume little corporate culture, and their requirements are only "proper salary, adequate food and equality", while managers are more inclined to "develop, learn and improve". Therefore, it is appropriate for enterprises to provide managers with opportunities for career planning and comprehensive quality improvement in cultural construction. But if you take these things to the workshop workers, they will only be confused by you. In a building materials enterprise that we served, the enterprise also conducted one-on-one performance exchange with employees in the workshop, saying that it was to improve the ability. However, at present, there are still employees whose wages can't meet the minimum standards required by Dongguan, and employees have great opinions on food, and even the problem of not having enough to eat has not been really improved.
Sixth, don't lack communication.
The continuation and realization of corporate culture must be based on a good communication mechanism between enterprises and employees, rather than avoiding subordinates in most of our enterprises like mice and cats. collect
The culture of lack of communication between bodies can only be said to be owned by a certain person or a certain part of the group.
The promoter of corporate culture construction imposed on everyone should not cut off any platform that is conducive to equal dialogue between employees and enterprises.
For example, the same chemical enterprise mentioned above has now caused the situation that enterprises and employees can't communicate, which leads to its current corporate culture can only be said to be management culture. First, enterprises can't really care about employees' proposals, or they are slow to respond and go away; Second, employees come to the door and are postponed because they are busy; Third, since the suggestion box has been set up, it should be regarded as a real bridge between enterprises and employees, rather than never open; Fourth, don't let the enterprise run for half a year and never hold a staff meeting; Fifth, based on factors such as work level, entry time and follow-up relationship, try to avoid the phenomenon of small groups and small circles.
Seven, don't be greedy for quick success.
On the basis of subtly guiding employees' thoughts and behaviors, corporate culture endows them with a certain sense of responsibility and quality endowed by culture, and then makes employees form some conscious and spontaneous habits, and finally forms a good working, learning and living atmosphere within the enterprise (including its stakeholders). To this end, enterprises must pay a lot of costs, not only human and material resources, but also a long "wait", because the construction of corporate culture is not built in a day. Looking at the promoters of cultural construction in enterprises, we can easily say that the cultural construction in our enterprises has been carried out very well, and the employees are very satisfied and achieved practical results. For example, when we investigated the enterprise in Guangzhou, it was only two and a half years since it was formally established, and we boasted that our cultural construction had made great achievements, so that we thought we could learn it as a case in advance. However, don't say that such a whole has really realized some real materials.
Of course, it is not excluded that the actual promoters of corporate culture construction come to the enterprise with this rapid performance. For example, in the chemical company mentioned earlier, the promoters gave full marks to their self-evaluation of "corporate culture construction" on the basis of high evaluation of employee satisfaction survey. There are also slogans that equate the cultural construction of enterprises with bosses, with amusement or study and public welfare activities provided by enterprises, and with rigid welfare system, which mostly belong to the category of quick success and instant benefit. These cultural promoters either don't understand culture at all, let alone the implementation of culture, or try to realize their small plans in the enterprise by promoting culture.
What's even more outrageous is that the company even takes exams such as corporate culture to measure employees' understanding, acceptance and implementation of culture, which was done by a local steel company we used to serve. This method will only make the construction of corporate culture deviate from the track, and the result will naturally be in the opposite direction, which will make employees attach great importance to cultural examinations and ignore the real understanding and digestion of corporate culture. This is a typical exam-oriented education, metaphysics. Eight, do not exclude dissidents.
The construction of corporate culture definitely requires leaders to have a far-sighted vision. Corporate culture is a soft thing and needs to be inclusive. Being out of place will only lead to isolation and personal culture. At the specific implementation level, corporate culture mainly depends on the change of employees' attitude and starting point, while extraordinary things are based on results. And in the process of cultural construction, especially in the initial stage, you can't let everyone recognize and digest your culture at once, but you can at least let everyone know about your culture and understand why you want to promote it.
Furthermore, employees are constantly flowing, and different enterprises may have different corporate cultures due to their own circumstances. So it takes a while for new employees to adapt to the culture of the new enterprise.
A common situation of enterprise human resources is that an executive leads a group of people. In other words, at present, our enterprise can't really be professional, and employees can't do it completely. In such an environment, the follow-up strategy of employees is more common, and most enterprises themselves are opaque, which leads to many small interests within enterprises. This will greatly hinder the construction of corporate culture, and it can be said that these circles are often corporate culture.
The biggest obstacle in construction, they will greatly undermine the efficiency and fairness of enterprises. More than half of the enterprises we have contacted have expressed the existence of this conflict and its negative impact on employees' psychology. Don't be ignorant of current events.
Generally speaking, for most local enterprises, it is necessary to re-examine the actual situation of corporate culture construction and its importance and urgency for the current enterprise development. For example, whether it conforms to the current development strategy of the enterprise, whether the enterprise has talents who understand the enterprise culture and its construction, whether the enterprise is willing to pay time and resources for it, where is the demand for it, how strong it is, and what the enterprise needs to do most at present. If you don't even understand these problems, even survival is a problem, you will go all out to build corporate culture, and the result will only be flashy and grandstanding, which will only make enterprises further lose themselves and lose the direction of healthy development, and it will be dangerous!
As long as there is an enterprise, it will naturally form its own culture, just as everyone has an idea. For the development of an enterprise, correct and instructive cultural construction is necessary, but at different stages of enterprise development, it is far less important than we thought. For example, the key problem of small enterprises or newly established enterprises is how to ensure their survival. The main problem of medium-sized enterprises is how to improve their management performance and find a breakthrough through a higher level, and how large enterprises can take on some industrial or social responsibilities within their power while maintaining their leading position in the industry.
Therefore, in the construction of enterprise culture, the first thing to do is to control and eliminate those cultural signs that are not conducive to the development of enterprises; Second, everyone should first establish their own personal culture and do their job well. If you are sure to achieve these two points, then the next thing you need to consider is to find the existence of employees who truly understand what corporate culture is, and give them a space that the enterprise can bear, so that they can speak loudly and walk freely.
Remarks: If the above is plagiarized by Baidu platform, it is not original.