What the hell should I do? We promote corporate culture, but we don't know where the core of corporate culture is and what the task of corporate culture is. Adhere to the core concept of the enterprise and gain the recognition of employees. This is the most important thing in our corporate culture construction. Core values are deeply rooted in the enterprise. They are the guiding principles to guide enterprises to carry out all business activities without time limit, and to some extent, their importance even exceeds the strategic objectives of enterprises. What is the significance of corporate culture that employees can't agree with? If employees can't agree with the company's culture, the enterprise will form internal friction. Although everyone seems to be very powerful, due to different directions, the joint efforts of enterprises are very small and they are very fragile in the market competition. In the long run, without a strong corporate culture, enterprises will not be able to form their own core competitiveness and remain invincible in the increasingly competitive market. Many enterprises believe that "customers are God" and ignore employees. The ultimate goal of an enterprise is to satisfy customers, obtain the maximum profit value and realize the value of the enterprise. Customers are important, but employees are equally important. Employees are water, and enterprises are boats. "Water can carry a boat, but it can also overturn it". According to some surveys, an dissatisfied customer can affect 25 customers, but an dissatisfied employee can affect 250 customers. Therefore, the core value concept of an enterprise must be recognized by employees, otherwise the corporate culture is a useless vassal. I don't think anyone wants to make great efforts to get a useless decoration, right? How to gain the recognition of employees? This is a difficult problem in itself. Because man has a characteristic, he accepts change, but he doesn't accept being changed. If your core values can't be accepted by him, he will have resistance to the outside or inside. It has become a top priority to shape corporate culture and make employees agree with it. I have always mentioned "people-oriented". Caring for your employees is not only a management tool, but also a purpose. Enterprise management can't forget humanistic care. Xunzi-Bing Yi said: "Those who love the people are strong, and those who don't love the people are strong;" Those who believe in laws are strong, and those who don't believe in laws are weak; The people are strong and the people are weak. " It means that a country that cares about the people is strong, and a country that doesn't care about the people is weak; Countries with clean government decrees are strong, and countries with broken promises are weak; A country with United people is strong, while a country with disunited people is weak. Xunzi told us a very simple truth: to be strong, we need to be people-oriented, and those who win the hearts of the people will win the world. The same is true of the commercial battlefield. When many top managers talk about the secret of enterprise success, they will put forward the view that "employees are valuable resources of enterprises". They believe that until now, many enterprises still define employees as "tools", on the one hand, they try their best to make use of them to create profits, on the other hand, they regard employees as "costs", which are the profit-reducing factors of enterprises and try their best to save labor costs. Enterprises pay attention to events and profits, not "people" themselves. As a result, the command control mode prevails in enterprises, and employees have no enthusiasm and creativity. This is because the key resources of enterprises exist in the minds of employees, and the traditional command and control mode has become pale and unable to guarantee the success of enterprises. Therefore, enterprises should let employees have a sense of belonging, growth, accomplishment and mission step by step. Only in this way can we give full play to people's greatest value. Enterprise managers can refer to Maslow's hierarchy theory of human needs to manage employees. Physiological needs, safety needs, social needs, respect needs and self-realization needs are a bottom-up ladder relationship. There is another saying in ancient China: A granary knows manners, and food and clothing know honor and disgrace. Only by meeting basic needs can we talk about value. Therefore, personally, the sense of belonging, growth, accomplishment and mission is also a bottom-up ladder relationship. The core value should be recognized by employees, so that employees have the ultimate sense of mission, so what should business managers do? Managers should first set an example. The behavior of managers has the greatest influence on employees. "His body is upright, and he has no orders. His body is not upright, although he disobeys. " Managers should correct themselves before correcting others. You must stand in front of everyone and persistently convey your core values. The formation of values is not three days and five days, not three to five months, but a long-term challenge. The role of business leaders is decisive. Business leaders should lead by example, be consistent in words and deeds, and abide by the values they advocate. Imagine, leaders can't lead by example, how to convince employees? Enterprise leaders should constantly instill enterprise values into employees in their daily operations and explain the enterprise code of conduct to employees in detail. Let's look at those companies with strong corporate culture, clearly point out the requirements of enterprises and tell them what they can and can't do. By instilling the value concept into the employees of the enterprise, the employees can have an inner sound of the enterprise value concept and turn the enterprise value concept into an inner belief. Only in this way can employees fully and profoundly understand the essence of corporate values and actively put them into practice. Managers should also have a loving mind, inculcate like a godfather, and publicize the core values of the enterprise to employees. When talking about his role, Zhang Ruimin, president of Haier, said: "First of all, he is a designer, who adapts the organizational structure to the development of enterprises; The second is a priest, who constantly preaches, makes employees accept corporate culture, and combines the embodiment of employees' own values with the realization of corporate goals. "This has nothing to do with jack. Welch's theory of reading the gospels is the same. Therefore, entrepreneurs are not only the first promoters of corporate culture, but also "seeders" and "missionaries" of corporate culture. It is an important sign to see whether a leader is excellent or not and how to explain corporate values to employees. Corporate culture is not a problem recognized by one person or some people. It is the common responsibility of all employees to practice core values and shape personalized corporate culture, so managers of enterprises need to instill core values into employees' hearts like missionaries. Pay attention to communication. It is very important for managers to communicate with employees. Because managers must obtain relevant information from subordinates to make decisions, and information can only be obtained through communication with subordinates. At the same time, decisions should be implemented and communicated with employees. No matter how good the idea is, the proposal is original, the plan is perfect, and the communication with employees is just castles in the air. According to the research, the relationship between managers and employees in China is pyramid-shaped, and managers are at the top of the pyramid, unlike the flattening of personnel relations in western enterprises, which is very unfavorable for communication. In many domestic enterprises, even bureaucracy prevails. Managers, regardless of right or wrong, just give orders and do whatever I say, while employees dare not get angry or make any noise when performing machinery. In this way, the barriers between managers and employees will become deeper and deeper, which is very unfavorable to the development of enterprises. Therefore, managers should come down from the top of the tower, approach employees and exchange views with them. The purpose of communication is to convey information. If the information is not transmitted to every employee in the unit, or employees do not correctly understand the manager's intention, communication will be hindered. Communication is a two-way behavior. To make communication effective, both sides should actively participate in communication. Managers should also listen carefully when employees express their opinions. Full communication is also the basis of establishing the concept of * * * equal value. Make full use of various communication channels and means within the enterprise, so that employees can fully communicate on the spiritual level, express their inner feelings as much as possible, better adjust their position in their work, correct their behavior, correct their mentality, and strive to establish feelings between employees, employees and leaders, and employees and enterprises, which is of great benefit to the development of the enterprise. Outside the enterprise, it is also necessary to convey the same value concept pursued by the enterprise to the outside world more directly and truly through external publicity, service, public welfare activities, employees' words and deeds, gfd, treating people with things, quality cultivation and many other aspects, show the moral fashion and elegant demeanor of the enterprise, and enhance employees' self-confidence, pride and sense of responsibility for the enterprise. We should serve people with virtue and respect employees. "Lao tze. Chapter 51 says: "Tao gives birth, virtue exists, things are done, and the situation is achieved." "Enterprise management should be people-oriented and rule people by virtue. For example, enterprises have formulated many systems and regulations to ensure that employees complete their work. However, it is impossible for enterprises to ensure that employees are happy and have no grievances through the system. Although the system is meticulous and strict, the rewards and punishments are appropriate, and the boss has a strong dignity. However, everyone has the instinct to seek advantages and avoid disadvantages. There are rewards and punishments, which will inevitably affect a person's personal interests. Therefore, some employees often take the method of avoiding disasters. On the surface, they are very respectful, but they are not convinced. His resentment will be manifested through slackness, which will greatly reduce his work efficiency. So how to eliminate employees' unhappiness and disgust? Managers should convince people with morality, and morality is the spiritual strength of people. Therefore, enterprise management should be people-oriented, fully respect people's various needs, and make the embryonic form of power change from "shape" to "potential", so that potential will eventually turn into force. Therefore, respecting employees is the foundation of management. The slogan put forward by IBM in the United States is "respect for individuals". If employees are not respected in the company, it is impossible for employees to respect and identify with the company's management philosophy and corporate culture. Managers should respect employees, not just pay lip service to the global brand network. Respecting employees first means respecting their words and deeds, and should communicate with employees on an equal footing to the maximum extent, rather than ignoring their words and deeds. It is very important for employees to freely express their views and opinions. Respecting employees should also respect employees' values. The employees of a company come from different environments and have their own backgrounds, so everyone's values will be different. As long as the values of employees are not contrary to the core values of enterprises, they should be respected. Only by respecting employees' values can they be integrated into the company's management philosophy and corporate culture. For example, the "HP Way" that the industry relishes is actually very simple, but it is just an exposition of corporate values, corporate goals, business strategies and management methods. Its core is trust and respect for individuals. Build a sense of belonging. Take HP as an example. He firmly believes that as long as employees are given appropriate means and support, they are willing to work hard and will do well. In order to arouse people's enthusiasm and creativity, the company pays attention to establishing a relaxed and free working environment, giving employees flexible working hours and allowing employees to work flexibly, as long as they can complete the prescribed working hours and tasks. This kind of management is more humanized, which not only provides engineers with a good creative environment, but also creates a home atmosphere. P&G regards talents as its most valuable asset. Richard Dupree, the former chairman of Procter & Gamble, once said, "If you leave our capital, factory and brand and take our people, our company will collapse. On the contrary, if you take away our capital, factories and brands and leave our people behind, we will rebuild everything in ten years. "This concept of treating employees as wealth can easily make employees feel a sense of belonging and feel that the enterprise is their home. Working for the enterprise is like paying for the family. Just imagine, who wouldn't contribute to their home? This concept of Procter & Gamble has obviously achieved results, so no matter where in the world, employees of Procter & Gamble show their intelligence, innovation and initiative every day. All these are the driving forces for the rapid development of P&G. Build a sense of growth. In the past, many enterprises also took talent training as an important part of promoting corporate culture, but only as a means. Some western enterprises attach great importance to investment technology training and employee skills training as a way for enterprises to improve efficiency and gain more profits. This practice is actually using people as tools. The so-called talent training is just to improve the performance of tools, improve the efficiency of use and extract surplus value to a greater extent. This kind of training is obviously not conducive to the development of talents. Great changes have taken place in the development trend of contemporary enterprises, and many large enterprises have begun to regard human development as an end, rather than a simple means of profit. This change in corporate values is a great progress. Whether an enterprise can provide employees with a good environment suitable for human development and a good platform for human development is the fundamental symbol to measure the advantages and disadvantages, advanced and backward of a contemporary enterprise. And it is impossible for employees in an enterprise without growth opportunities to expect for a long time. Kant, a German thinker, once said: "After all kinds of conflicts, sacrifices, hard struggle and a long and complicated journey, history will point to a beautiful society that gives full play to all human talents. With the development of modern science and technology, the real wealth of modern civilization will be more and more manifested in people's domination of the objective world by exerting the main force. "This requires full attention to the all-round development of people and a platform for development. It is of great significance to people in enterprises and to the whole society. P&G has always attached importance to recruiting outstanding talents and providing a learning platform. Every year, they recruit graduates with strong initiative, creativity, leadership, excellent analytical skills, good language communication skills and excellent cooperation spirit-global brand network. After employees enter the company, P&G attaches great importance to the development and training of employees. Every year, a lot of money is spent on employee training. Through the formal training provided by Procter & Gamble College and the one-on-one guidance of the direct manager at work, Procter & Gamble employees can grow rapidly. In addition, Procter & Gamble cherishes the different views and opinions brought by the diversified workforce, and firmly believes that diversification can bring greater competitive advantages to the company, so the company strives to create an environment conducive to brainstorming. Excellent talents, the best training and development space and an open working environment are the foundation of P&G's success. Build a sense of accomplishment. The so-called "sense of accomplishment", as the name implies, is how a person feels after evaluating his "achievement". Different people often have different "feelings" when evaluating self-achievement. For example, two people who do the same job in the same unit have basically the same income level, promotion opportunities and external evaluation, but their sense of accomplishment may be quite different. This sense of accomplishment comes from people's hearts. An excellent and successful CEO is not necessarily more fulfilled than an ordinary wage earner who works nine to five. If a person's contribution is affirmed, then he has a sense of accomplishment. The employee has made achievements. If the enterprise wants him to enjoy the joy of growth and achievements, his globrand.com intelligence will be developed. It is worth noting that enterprises in China have always lacked the sense of inspiring achievement. In the eyes of decision makers in some enterprises, China lacks everything, that is, talent. " There are no toads with three legs, but there are many people with two legs. "Many entrepreneurs have this mentality. Which company needs to recruit people, set up a booth at the job fair, and you are sure to catch a lot of talents, including masters, doctors, MBA and "returnees". They have the confidence to "open the door to recruit talents and gather all the applicants" and "heroes in the world, try their best to trap themselves", and they are also afraid that their employees will run away when they grow up. What these enterprises are interested in is not how to provide employees with good training opportunities and development space, but how to dig out the "skilled workers" trained by other enterprises for our use, or even kick them away after draining the oil and water. Working in such an enterprise, employees' sense of accomplishment really doesn't know where to start. It is very important to encourage employees to make progress in their work, but our managers often forget to do so. Because people's labor needs to be affirmed by others, it will make them feel that their labor is very valuable and their existence is meaningful to society. Then he will naturally be more dedicated. Jack. Welch knows this very well. Jack at that time? ; Welch is also the manager in charge of a group. In order to show his concern about solving the problem of high outsourcing cost, he installed a special telephone in his office, the telephone number of which is not public, for the exclusive use of all purchasing agents in the group. As long as the purchaser wins the price concession from the supplier, he can call Welch directly. No matter what Welch was doing at that time, whether he was talking about a multimillion-dollar business or chatting with his secretary, he would definitely stop what he was doing to answer the phone and say, "This is great, great! You pressed the price per ton of steel by 25 cents! " Then, he immediately sat down and drafted a congratulatory letter to the buyer. Welch's inspirational approach not only makes him a hero, but also makes every purchasing agent feel that he has become a hero different from ordinary people. And William, the founder of HP. Hugh Park Jung-soo, he is good at encouraging and helping innovators. The method he adopted is called "hat-making process". For innovators, he always puts on the hat of "enthusiasm" first, listens carefully and encourages their ideas enthusiastically. In a few days, I will put on the hat of "consultation", ask very sharp questions, discuss their ideas, but don't make a final decision. Soon, I will put on the hat of "decision-making", meet with innovators, make judgments under strict logical reasoning, and make a final conclusion on the project. In this way, even if the project is rejected, the enthusiasm of the innovator will not be dampened. These methods are worth learning by entrepreneurs. Build a sense of mission. The promotion of corporate culture to employees generally goes through such a process: ignorance-a little knowledge-understanding-acceptance (rejection)-identification-sublimation. This process is gradual, not overnight. The sense of mission of employees is the highest expression of the sublimation of corporate culture and the highest realm of corporate culture effectiveness. The effectiveness of the sense of mission is amazing. With a sense of mission, employees will devote themselves to solving major problems in enterprises. Employees will never abandon the enterprise to save themselves when it is in trouble. The sense of mission makes it easier for employees to be happy at work. Someone asked three construction workers the same question: What are you doing? The first worker said, "I'm laying bricks." The second worker said, "I am building the largest church in the world." The third worker said, "I am building a place to purify people's hearts." Why are the answers so different when three people are doing the same job? In fact, this huge difference is entirely due to their understanding of the sense of mission in their work. Whether he has a sense of mission or not is the key factor to decide whether he works hard or happily. The sense of mission is not only a matter for the enterprise, but all things of the enterprise should be implemented to every employee in the end. The sense of mission is the eternal motivation for employees to move forward. With a sense of mission, they will feel that work is definitely not just a tool to make a living, but a way to realize their self-worth. Even a very ordinary job is an indispensable part of social operation. Why do many Japanese enterprises implement the "lifelong employment system"? Because these employees who enjoy the "lifetime employment" system never only consider how much money this job can get or what benefits this job can get. They all have a dual sense of mission. First of all, they have a recognition of the company's mission. This recognition is finally reflected in their work, and the company's mission is also realized through their work. In addition, they have a sense of mission to society. For example, employees involved in new drug research are not trying to introduce new drugs to the company to make money, but to find drugs that are beneficial to human beings. For them, title and salary are not the most important, and they want to work for their sense of mission. A sense of mission will make people feel that they are realizing their self-worth. The realization of self-worth is the highest expression of the realization of human needs. Self-worth has been realized, what else can a husband ask for? If all employees have a sense of mission, the effectiveness of corporate culture will reach its peak. Managers can do nothing about governance. Core values The way to tell stories is intangible. Corporate culture is an intangible thing, which many people find "virtual" and difficult to understand. Indeed, the concept of corporate culture is mostly abstract, and each employee's education level and acceptance ability are different. It is really difficult for all employees to fully understand it. But if an enterprise can turn its core values into vivid fables and stories, it will not only help to remember, but also facilitate publicity. For example, it is not only true, but also can encourage others and spur others to sum up stories that conform to the core values in the enterprise as the spread of corporate cultural ideas in the enterprise. Zhang Ruimin of Haier Group also believes that "it is not difficult to put forward ideas when establishing corporate values, but it is difficult to make people agree with these ideas." Why is the Bible popular in the West? Rely on the vivid stories in it. It is a very desirable way to publicize some ideas and tell stories. For example, Haier advocates "innovation" and "respecting everyone's value". At one time, the slogan "Everyone is a talent" was put forward. At first, the employees were cold and indifferent. They may all be thinking, I have no higher education. What kind of talent am I as a coolie? At this time, they wrote a story about a technological innovation that was invented by a worker and named after the worker, and asked the cultural center to publicize the story among all the staff. Soon, the wind of technological innovation rose among workers. Haier's cultural center often spreads stories, which plays a very important role in the stable development of enterprises. "For example," Haier's Paintings and Ci "elaborates and publicizes Haier's corporate philosophy in the form of cartoons, which is another new form of promoting core values. For example, the corporate culture of Mengniu Group emphasizes competition, which is vividly reflected in the story of "Lion and Antelope" on the African prairie. When the lion wakes up in the morning, it wants to eat. Its idea is to run past the slowest antelope to avoid starvation. At this time, the antelope thinks it must run past the fastest lion to have a chance to survive. " Natural selection, survival of the fittest ",the law of nature, also applies to the survival and development of enterprises. Who can't read such a story? In this way, everyone remembers "competition". This is just like the book "Corporate Culture" abroad said, "Corporate culture is condensed by values, myths, heroes and symbols, which is of great significance to the employees of the company. "It is good that the core values of the enterprise can be recognized by all employees. This is almost an ideal state, but even religious beliefs cannot convince everyone. What if there are discordant notes? How should enterprises treat employees who can never agree with the core values of enterprises? If employees are divided into good people and capable people, how to choose employees? Jack. Welch thinks: the first kind of people, who agree with the company's core values, have made great achievements and soared all the way; The second kind of people, who agree with the company's core values but lack ability, can be trained and tried in another position; The third kind of people, who don't agree with the company's core values and have no achievements, simply let such people leave the company; The fourth kind of people have made great achievements, but they don't agree with the company's core values. If they are troublesome, they can give opportunities, but they must not tolerate such people shaking the company's core values. Otherwise, please ask them to leave. " Make good use of virtue, make good use of virtue without talent, use it cautiously without talent, and abandon it without talent. "Enterprises should recognize, select and employ people with core values. Kōnosuke Matsushita also has a unique value system, and he attaches great importance to character or personality. He believes: "Personality is the comprehensive embodiment of truth, goodness and beauty in human nature. A person with personality defects, the greater the talent, the more likely it is to harm others and society. In such people, superb talents are' evil weapons' and' evil wisdom'. "Incorrect values, the greater the ability, the greater the harm to the enterprise. Therefore, enterprises must also consider these factors when employing people.