How Can Employees Identify With Corporate Culture?

Quite a lot enterprise The reason why culture is a mere formality is that culture exists only in the minds of senior citizens. It only exists in oral expression, without the understanding and recognition of employees, and has not been transformed into the daily work behavior of employees.

　　 Haier President Zhang Ruimin, speaking of his role, said: "the first is the designer, in the development of enterprises to make the organizational structure adapt to the development of enterprises; second, the minister, constantly preaching, so that employees can accept corporate culture, and the combination of the embodiment of employees' value and the realization of enterprise goals." It can be seen that for the top managers of a company, how to make employees' identification with company culture and turn them into their own work behavior is the key to the success or failure of corporate culture.

Let employees participate in Enterprises Culture build

I. widely soliciting opinions

Any enterprise has a culture, especially for many large and medium-sized state-owned enterprises. After so many years of wind and rain, employees always have a lot of views on their culture. When many enterprises introduce strategies or changes, they often neglect the consideration of their culture. The result is often that the operation is successful, but the patient is dead.

Many people regard corporate culture as general manager culture and high-level culture. This is one-sided. Corporate culture is not just a high-level view. If we want to get everyone's approval, we must first solicit your opinions. Top management should create opportunities for all employees to participate in the company's culture. We should first create a sense of crisis at the top and let everyone have the needs and motives of cultural change. Then we will seek advice from all levels, get the recognition of the dross and the advantages of the original culture, and finally adopt the way of discard and discard, retain the essence of the original corporate culture, and publicize it extensively, so that all employees will know how the corporate culture is generated.

Two, combined with the daily work of employees.

After establishing a new concept of corporate culture, enterprises must import, in fact, turn the idea into action. When importing, do not adopt a strong press. Let us first discuss each employee's own specific work. First of all, we must clarify why the company should set up such a concept. Next is how we should change our ideas and make our work combined with culture.

In our corporate culture shaping project for an airport local service company, we first let the grass-roots employees discuss their problems in their own work, and then put forward how to improve and improve the company's culture, including the service process, system and method, and finally how to do it. Through this discussion, let every employee know clearly what the company's corporate culture is, why set up such a culture, and why they want to do so.

Let employees feel that corporate culture is good for themselves.

Excellent corporate culture has placed "people" in the core position. Competition among enterprises has changed from traditional capital, technology, machinery and equipment to brand and cultural competition. The role of invisible culture is to gather popularity and gather strength to form the resultant force of enterprises. Therefore, excellent companies in the world attach great importance to the interests of employees. The culture of Hewlett-Packard Co attaches great importance to the importance and cultivation of people. They regard training as the investment with the highest input and output ratio. They do not hesitate to invest in training and improve their skills in an all-round way. Therefore, they have established a sound training system. 90% of the courses are taught by their top and middle level cadres. Many companies who leave HP are interested in HP's training and express their admiration for HP.

In addition, the culture of many companies focus on employee performance, but when carrying out performance appraisal, they often fail to get the understanding and cooperation of employees. The result is often either a mere formality or four complaints. Why? It is that managers ignore the purpose of performance appraisal and neglect the promotion of staff value. The purpose of performance appraisal should be to identify problems in the work, improve staff skills and performance, and then improve the performance of departments and organizations. However, in many enterprises' performance appraisal, they only pay attention to the performance appraisal, but neglect the daily communication, guidance and care, which makes the employees feel that the culture that employees can not be identification with company can not only make the assessment impossible to carry on smoothly, but also make the performance oriented culture opposite in daily work. The correct approach is to position the assessment in the "upgrading of employee skills and performance", not only to improve performance, but also to enhance employee skills. The focus of the assessment is to focus on communication and feedback, and pay attention to the application of assessment results, such as training, promotion and rewards and punishments.

Leading by example is the key.

First, the role of high-level enterprises.

As an architect of corporate culture, top management shoulders the most important and direct work of enterprise culture construction. On one occasion, an enterprise boss asked the author, "what do you think is the key to shaping corporate culture?" The author told him, "it's the role of a corporate culture to mold yourself first!" some top managers always feel that corporate culture is to motivate and restrain employees. In fact, they should be encouraged and restrained. They are precisely the shapers of corporate culture. Their words and deeds play a vital role in the formation of corporate culture. Once I tutored an enterprise to do business culture, their boss said they attached great importance to talents, and hoped that the idea of enterprises could be reflected in this aspect. When we talked, we arranged to interview a middle manager. When his secretary told him that the interviewer came, he said, "let him wait for another half an hour. I have nothing to do." A small matter is enough to show his importance to talents. The top leaders of enterprises are often the direct destroyers of various concepts and systems, and their negative words and deeds have a greater destructive effect on the corporate culture.

Two, start from scratch.

Many enterprises like to carry out activities, training and seminars in a big way when they create corporate culture. In fact, the essence of corporate culture is more concentrated on the daily management of enterprises. As an enterprise manager, whether it is high or middle level, we should start from our work, first of all, change our concept and style of work, start from minor matters and start from the side. In CISCO, a story is widely circulated. A CISCO headquarters employee sees his chief executive, Mr. Qian Po Si, trotting across the street from a long distance. The employee later realized that the original money Mr. Perth saw the parking space at the door of the company was full, and he parked the car across the street. But there were several important guests waiting for him, so he had to trot back to the company almost. Because in CISCO, the best parking space is for employees, even if the executives are not privileged. Another example is GE company. He has a card of value, which requires everyone to carry it with him. Even the president will take out the card at any time, publicize the staff and explain the customers. Think of many of our top managers in the country. Do you have the idea and style of president of these world class companies?

Concept story, story idea, and publicity.

First, the concept of story.

The concept of corporate culture is mostly abstract. Therefore, business leaders need to turn these ideas into lively fables and stories and publicize them. Mengniu Group's corporate culture emphasizes competition. They reflect the story of "lion and antelope" on the African steppe. In the morning, the lion's idea is to run through the slowest antelope, while antelope is thinking of running the fastest lion, "competing for natural selection and survival of the fittest". The law of nature is also applied to the survival and development of enterprises.

Two, story idea.

In the long-term construction of corporate culture, the selection and publicity of advanced personas should focus on the concept, pay attention to refining the advanced personages and deeds from the concept, and publicize the personalities and deeds that conform to the corporate culture. In a corporate culture consultation project of a joint venture company, we help them to select advanced personas according to the requirements of corporate culture, and widely publicize inside and related media, so that all employees know why they are advanced. What they do is in line with the company's corporate culture. Such an example has set a banner for other employees, and has also made the promotion of corporate culture specific and vivid.

Three, communication channel construction

To get employees' approval, the enterprise concept must be publicized and explained in every communication channel of an enterprise. Internal magazines, newspaper bulletin boards, publicity columns, conferences, seminars, and local area networks should all become tools for corporate culture propaganda, so that employees can have a deep understanding of what the company's culture is and how to do it in line with the company's culture. According to the study of psychology, if a person has been exposed to a kind of idea for a long time, he will gradually agree with this idea in his heart. Therefore, to create a strong corporate culture and promote the culture of companies through various methods, employees will change their attitudes and gradually change their behaviors.