Two genes of the best corporate culture

Two genes of excellent corporate culture

in recent years, the research on the impact of corporate culture on business performance has been widely concerned by management. After tracking and investigating the 30 fastest-growing companies in the world, Rand and McKinsey Co., Ltd. of the United States jointly wrote a report for many diseases. They wrote that the fundamental reason why the world's top 500 companies won over other companies was that these companies were good at injecting vitality into their corporate culture. With the corporate culture, these first-class companies have maintained for a century. More scholars predict that corporate culture is likely to become a key factor determining the rise and fall of enterprises in the next decade

in my years of management consulting practice, I have also contacted many enterprises with excellent performance, but few enterprises really have excellent corporate culture genes. Some enterprises that once had rapid performance growth have suffered from "big enterprise disease" prematurely after a short period of time. The internal bureaucracy of the enterprise is serious, many people complain, few people undertake, and the vitality of the enterprise is gradually reduced; In addition, there are too many traces of leaders and work styles left in the corporate culture, but they have not been implemented into the overall management system and system of the enterprise. Once the leaders are replaced, the operation efficiency of the enterprise will be significantly reduced. In the final analysis, although these enterprises' cultural ideas and slogans have been loudly shouted, they have not really established a viable corporate culture. The author believes that an excellent corporate culture should have two genes: one is people-oriented, and the other is performance oriented. These two characteristics must run through all aspects of enterprise management activities, and the enterprise culture can be implemented from the "illusory" value level into the professional behavior of employees. So how to understand these two genes of excellent corporate culture

people first need to pay attention to what kind of "people" are oriented

the author believes that the "people" here should be the employees who are consistent with the enterprise philosophy and can support the future development of the enterprise, rather than all the employees who are paid according to the order. People oriented should be based on the difference of employees, just like a review of the ups and downs of the coal market in the past year. I once consulted for a state-owned enterprise, and the senior leaders also wanted to make changes to improve the enthusiasm and motivation of employees, but they were tied up by the wrong "people-oriented" awareness, and were too late to make decisions. The undifferentiated management style eventually led to the dampening of the enthusiasm of excellent employees, creating more actual unfairness, and the "people-oriented" was not achieved at all

each enterprise may have different understanding of people-oriented. For example, Jack? Welch believes that the people-oriented concept should include four aspects: first, pay attention to employee recruitment; Second, pay attention to staff training; Third, treat employees differently and implement different management policies; Fourth, be kind to employees. Summarizing the commonness of excellent enterprises, the author suggests that the following aspects should be considered to implement people-oriented

1. Enterprises should take the promotion of employees' career development as the core goal of human resources to build a management system. Therefore, enterprises should pay attention to the recruitment, training and career development planning system

2. For the performance of employees, enterprises should provide appropriate and timely incentives and recognition. These approvals can be material or spiritual. For excellent employees, it is more effective to give them challenging jobs or let them participate in the management meetings of the enterprise and express their opinions than to simply give material recognition

3. Define the responsibilities shared by the enterprise and employees. In essence, the relationship between enterprises and employees is a contractual relationship of employment and employment. Just as all contract terms should be clear, the enterprise and employees should bear corresponding responsibilities in reflecting people-oriented, realizing employees' career development and profits of the enterprise, and should be clearly stated in the company's system

4. Develop diversified communication channels and improve internal communication. In recent years, the concepts of "barrier free office" (senior managers have no independent office) and "walk around office" have been widely implemented in some multinational enterprises in order to increase communication opportunities between all levels of the company. However, to improve communication, we should not only be satisfied with the form, but also establish a respectful, equal and transparent communication atmosphere within the enterprise. At the same time, managers and employees at all levels should avoid "communication phobia" and regard communication as a part of management

the second characteristic of excellent corporate culture is performance oriented. The author once served a large private enterprise. Due to the astute vision of the enterprise leadership and the favorable external environment, the enterprise has developed rapidly in the past few years and has a good growth prospect in the future. However, the rapid development of enterprises hides various crises. Based on the personality of the leadership, the enterprise pursued a "harmonious" culture in the past, which has indeed cultivated a group of old employees with high loyalty for the enterprise, and it is also easy for new employees to accept; However, this kind of "harmony" has also created a climate of irresponsibility within the enterprise. Even if there are problems in the work, we can let it go, and there is a lack of reward and punishment measures. Gradually, the ultimate commitment of all functions of the enterprise is concentrated on the president of the company, which has brought great challenges to the energy of the leadership and increased the decision-making risk of the enterprise. The reason for these problems is that there is no performance-oriented culture and management system in the enterprise

the following aspects should be paid attention to in establishing and implementing a performance-oriented corporate culture

1. Senior management should set an example and be deeply involved. The top management should bear the brunt of the bad business performance of the enterprise. Only in this way can the performance culture be clearly established. It can often be seen that when the operating performance of multinational companies declines, it is common for senior managers to take the initiative to cut or even not get paid

2. Task assignment is critical to employee development and company performance. This shows the importance of person post matching. The important work of enterprise management is to identify, train and make the best use of talents. In management, it is often said that "do not try to make Turkey grow on the tree, but let squirrel grow on the tree"

3. Establish a comprehensive evaluation system with insight and observation. This is the technical guarantee to realize the performance culture. The establishment of an effective evaluation system should not only focus on specific numerical results, but also pay attention to the abilities and professional behaviors of employees in the process. In addition, when setting specific performance goals, we should also pay more attention to the competitive environment rather than focusing on specific numbers

4. The reward and punishment results will widen the gap according to the performance. Ge implemented the famous "three-point method" to reward and punish employees with different performance

5. Make decisive management decisions according to the principle of survival of the fittest. For employees whose performance fails to meet expectations, the enterprise should take corresponding measures to manage them, or transfer, retraining, or elimination. In the specific implementation, personalized measures can be taken according to the individual conditions of employees, but the consistency of management decisions and the principle of respect for employees should be maintained. Only in this way can employees understand and recognize them

it is a long way to go to establish an excellent corporate culture. However, for every enterprise with ambition and striving to establish a century old foundation, it should attach great importance to the shaping of corporate culture, follow the genes of excellent corporate culture, and create a corporate culture with its own characteristics. (end)