When it comes to corporate culture, it generally feels vague and not as real as recruitment, training, salary or corporate systems. Most of them do more in two aspects: formulating corporate culture concepts, and most of all, the company Activities have been carried out, is this what corporate culture is? Is it true that after doing this, corporate culture can be implemented? Obviously not, corporate culture concepts, in fact, many companies are similar, most of them are integrity, dedication, team innovation, etc., or something like that? Animals, totem symbols, interpretations, etc. Nowadays, everyone attaches great importance to company activities and is doing them all, but why do the actual effects of corporate culture vary so much? Of course, some corporate cultural concepts have been formed since the establishment of the company, and some values ??have laid a deep foundation in the boss's personal consciousness. Deeply imprinted, these cultural concepts have become a conventional "invisible hand", which is nothing more than refining, further deepening and passing on. And for some things that have not yet been formed or need to be re-established, there are many ways to implement them. What are the methods? The only way is to change "virtual" into "real", simplify the complex and turn it into an operable method. Only in this way can these "virtual" corporate culture concepts be truly implemented. The specific sharing is as follows:
1. The concept becomes reality
As mentioned above, many companies Corporate culture concepts are similar, but for each company, the connotations embodied by corporate culture concepts are very different. For example, "innovation" may be revolutionary and destructive innovation for some companies, while for others, it may be revolutionary and destructive innovation. For a company, innovation is reflected in the modification of proximity, and some companies believe that innovation is a "second entrepreneurship" when the company develops to a certain stage. Therefore, the corporate culture concept must be defined in detail according to the actual situation of the company and written down. Explain and explain, but it cannot be that A has A's understanding and B has B's opinion.
2. Make rewards and punishments real
Rewards and punishments should reflect the company’s cultural concepts, such as when companies select awards for outstanding employees, best teams, business pacesetters, and best innovations, etc. In addition to performance, the corporate culture must be reflected, such as whether it has team spirit, whether it has some innovative working methods, etc. These are equivalent to living cases that tell the company what to promote and what to oppose; in addition, when implementing specific rewards and punishments, When issuing notices of rewards and penalties, we also inform everyone of the cultural norms and concepts that these employees have complied with or violated.
3. System transformation
Culture and system are the soft and hard aspects of enterprise management. First there is the system, there are rewards and punishments, and then ***consciousness is formed, *** Habits change, habits become atmosphere, and eventually evolve into culture. At this time, the system becomes dispensable. But at the beginning, the rigid provisions of the system are very important, such as the company's reward and punishment standards, code of conduct, employee handbooks, notices, etc., which can be infiltrated into the concepts and ideas of corporate culture. Otherwise, it is not enough to rely solely on training, publicity, and painstaking guidance from the mother-in-law at the beginning. It must be combined with the system and implemented with both hard and soft tactics to achieve the purpose of corporate culture implementation.
4. Recruitment becomes reality
It is very important to check the recruitment interview. Those who do not conform to the corporate culture concept should be excluded from the source. Applicants must have two "FIT", The first is a "FIT" position, and the second is a "FIT" company. The former is mainly judged by the employing department, while the latter is mainly judged by HR. Through talent evaluation and interviews, HR understands the applicant's motivation, personality and behavior style, etc., and makes a comprehensive judgment whether "FIT" company's corporate culture philosophy. For example, a corporate marketing company's recent sales growth has been stable but not very high, and there are business personnel interviewers. If you expect high-risk and high-commission innovators, that is not appropriate, but if you expect stable and long-term collaborators, that is the real deal. In line with the company's corporate culture. If a company emphasizes business breakthroughs and rapid growth, then it needs people with a spirit of change and innovation.
5. Make training and propaganda practical
Training is an important means to implement corporate cultural concepts, including induction training for new employees, brainwashing, and concept training in corporate internal training. Training on the company's development history, typical events, benchmark figures, brand and concept connotation, etc. If necessary, the boss will also be asked to speak about it. At regular staff meetings or employee representative meetings, you can also talk about recent ideological issues that have arisen in the company, employee mentality, and the concepts advocated by the company. You can also talk about recent good and bad employee behaviors, personnel rewards and punishments, etc. . Corporate culture is not effective if you say it once or twice. It should be said frequently and repeatedly. It should not be just one person talking. HR is talking, the boss is talking, and the managers are talking. Over time, it will naturally be understood by everyone. Accept it and become your personal code of conduct and guidance.
6. Performance appraisal becomes reality
In addition to the assessment of KPIs and job responsibilities, the performance appraisal also includes the assessment of corporate culture. The company will conduct an assessment based on the actual situation and the corporate culture it promotes. , turn it into an anchored assessment standard, and use it as a part of the weight such as 20% to assess, such as teamwork, which can be defined as? Internal coordination and cooperation, whether you can cooperate and communicate with bosses, colleagues and external customers, including: A. Whether they can provide timely responses to their requests for cooperation, response attitude and response quality; B. Whether they take the initiative to raise and solve problems in cooperation; C.
Whether they reasonably resolve contradictions and conflicts in the communication process , D. The number of reasonable complaints received from service objects? Others such as pragmatism, execution, innovation, etc. can be turned into anchor standards for assessment. The performance appraisal results are linked to employees' salary bonuses, promotion changes, etc. In other words, corporate culture is also related to salary, personnel changes, etc.
7. Employee activities become reality
Employee activities are currently a common way to implement corporate culture. Note that some themes can be set for activities, mainly activities that reflect team spirit, such as sports meets, Parties, barbecues, outdoor activities, etc. Try to avoid highly personalized activities such as watching movies, singing karaoke, and amusement rides. In addition, it is best to share photos or group photos at the event on the forum or wash them into photos and put them on the wall, and then dub them into Interesting text description, the effect will be better.
8. Publicity and Realization
There are many corporate culture concepts, and it is difficult to cover them all at the same time. You can set up a theme year to focus on promoting concepts every year (or half a year), such as This year is the year of "innovation", next year is the year of "execution", etc. Each year we focus on one point and publicize one point, which can better concentrate resources and improve results. In addition, publicity channels can be diverse, such as the official website, OA home page interface, internal forums, recruitment advertisements, employee representative meetings, etc. In terms of publicity methods, it can also be flexible and diverse. For example, corporate cultural concepts can be subtly promoted through famous sayings, philosophical stories, creative pictures and internal cases, etc. in a more intuitive and vivid form. Obviously, this is more effective than simple slogan expressions. Much better.
9. Day-to-day personnel affairs processing becomes more practical , try to abide by the principles of corporate culture during the operation process, and use corporate cultural concepts to provide guidance or psychological counseling to employees.
According to its own characteristics, enterprises can combine the above points to form a systematic operating process or plan, and have dedicated personnel to follow up. All in all, the effect of corporate culture cannot be achieved overnight. It takes several years or even longer to persist in the implementation before quantitative changes can be achieved to achieve qualitative changes and truly achieve results. Of course, corporate culture first changes from "virtual" to "real", and then from "real" to "virtual". This is the highest state pursued by corporate management.