The basic reason why the cultural construction of many companies is mere formality is that the culture only exists in the minds of the top level and only exists in the oral expressions without the understanding and recognition of the employees, it is not converted into the daily work behavior of employees.
Zhang Ruimin, the president of Haier, said when talking about his role, "The first is the designer, who makes the organization structure adapt to the development of the company in the development of the company; the second is the priest, who preaches constantly to make the employees accept the company culture, combine the embodiment of employees' own value with the realization of the company's goals ." It can be seen that for the senior managers of the company, how to make employees identify with the company's culture and transform it into their own work behaviors is the key to the success or failure of the company's culture.
Let employees participate in the construction of company culture
I. Seek opinions widely
Every company has its own culture, especially for many large and medium-sized state-owned companies. After so many years of ups and downs, employees always have their own opinions on culture, many companies often neglect the consideration of the company's culture when introducing strategies or carrying out reforms, and the result is that "the operation is very successful, but the patient is dead ".
Many people regard the company culture as the general manager culture and the high-level culture, which is one-sided. The company culture is not just the opinion of the high-level. If you want to get the approval of everyone, you should ask for their opinions at first. The senior managers of the company should create various opportunities for all the staff to participate and discuss the culture of the company together. We might as well first create a sense of crisis by the high-level, and let everyone generate the demands and motivations of cultural reform, then seek opinions from all levels to gain the recognition of the original cultural dross and advantages, and finally adopt the method of sublation, keep the essence of the original company culture and publicize it widely, so that all the staff can understand how the company culture comes into being.
2. Combine with the daily work of employees
After the company has determined the new corporate culture concept, it needs to be introduced, which is actually the process of transforming the concept into action. When importing, do not adopt the pressure type, and let everyone discuss with the specific work of each employee first. At first, it is necessary to make clear why the company set up such an idea, next is how each of us should change our ideas and combine our work with culture.
In the project of building corporate culture for an airport local service company, we first let the grass-roots staff discuss the problems at work by themselves, and then put forward how to improve and improve according to the company culture, including service process, system and skills, and finally what should I do. Through this kind of discussion, every employee can clearly understand what the company culture is, why we should establish such culture and why we should do it.
Let employees feel that the company culture is good for themselves
Excellent Corporate culture puts "people" in the core position, and the competition among companies has transformed from traditional capital, technology, machine and equipment into the competition of brand and culture, the function of intangible "culture" is to gather popularity, gather strength and form the joint force of the company. Therefore, the excellent companies in the world all attach great importance to the interests of employees. The culture of Hewlett-Packard Company attaches great importance to people's attention and cultivation. They regard training as the investment with the highest input-output ratio, and do not hesitate to invest in training to comprehensively improve employees' skills. Therefore, they established a perfect training system. 90% of the courses were lectured by their middle and senior cadres. Many companies that left HP were fond of HP's training and showed their admiration for HP.
In addition, many companies' cultures pay attention to the performance of employees. However, when carrying out performance appraisal, it is found that the understanding and cooperation of employees are often not available, and the result is that they are either mere formality or resentment, why is this? It is because managers ignore the purpose of performance appraisal and the promotion of employee value. The purpose of performance appraisal should be to find out the problems in work, improve the skills and performance of employees, and then improve the performance of departments and organizations. However, in the performance appraisal of many companies, they only pay attention to the performance appraisal, but neglect the daily communication, guidance and care, which makes the employees feel that it makes them unable to identify with the culture of the company, it not only makes the assessment unable to proceed smoothly, but also makes the culture of focusing on performance opposite in daily work. The correct approach is to position the assessment as "improving staff's skills and performance", which not only improves performance, but also improves staff's skills. The focus of the assessment is to focus on communication and feedback, pay attention to the application of assessment results, such as training, promotion, rewards and punishments, etc.
Lead by example, most key
I. The role of the company's senior executives
As the architect of company culture, senior management personnel undertake the most important and direct work of company culture construction. Once a boss of a company asked the author, "What do you think is the most important to shape the company culture ?" The author told him, "it is to shape yourself as a model of company culture first !" Some senior managers of the company always think that the company culture is to motivate and restrain the employees. In fact, what should be more encouraged and restrained is exactly the shapers of the company culture, their words and deeds play a crucial role in the formation of corporate culture. Once I instructed a company to do corporate culture. Their bosses said that they valued talents very much and hoped that the company philosophy could be reflected in this aspect. When we talked, we happened to arrange an interview with a middle-level manager, when his secretary told him that the interviewee was coming, he said indifferently, "let him wait for half an hour. I can't leave because of something ." A small thing is enough to reflect his emphasis on talents. The senior leaders of the company are often the direct destroyers of all kinds of ideas and systems, and their negative words and deeds have a greater destructive effect on the company culture.
Second, start from Didi
Many companies like to carry out part of activities, trainings and seminars with great profundity when they are shaping the corporate culture. In fact, the essence of the corporate culture is more focused on the daily management of the company. As a company manager, no matter the senior or the middle level, they should start from their own work, change their own ideas and style at first, start from small things and start from the side. In Cisco, such a story is widely spread. A staff of Cisco headquarters saw their president Mr. Qian Perth running all the way across the street, this employee later understood that Mr. Qian Perth parked his car across the street when he saw that the parking space at the gate of the company was full, but there were several important guests waiting for him, so he almost trotted back to the company. Because in Cisco, the best parking space is reserved for employees, and managers, even global presidents, do not enjoy privileges. Another example is ge company. He has a card of values, which requires everyone to carry with him. Even the president takes out this card at any time to publicize the staff and explain to the customers. Imagine the top managers of many domestic companies, do you have the idea and style of the presidents of these world-class companies?
