What is "corporate culture"? As a human resource, how to better build the company's "corporate culture"?

Every enterprise has its own "culture", which is a unique value standard, historical tradition, concept, morality, code of conduct, life belief, habit style and so on. This culture is closely related to the human resource management activities of enterprises. Obviously, the quality of corporate culture has a positive impact on the effect of human resources development. However, the combination of human resource management activities and corporate culture in China enterprises is not enough, and it is far from being able to develop and manage human resources inside and outside the organization to the maximum extent with corporate culture and promote the sustainable development of the organization. Therefore, it is of great significance to analyze the conflict between enterprise human resource management activities and enterprise culture to ensure that the needs of organizational human resources are met to the maximum extent.

First, human resource management and corporate culture conflicts

1. Enterprise selection criteria and values are not fully integrated. Recruiting and selecting employees is one of the most important and difficult tasks in enterprise human resource management, and the recruitment and employment standards are the basis of the whole human resource management. However, many enterprises do not make full preparations in advance in the recruitment interview process, pay insufficient attention to the quality of recruiters themselves, and lack publicity for enterprises in the recruitment process. They are talking about the company's salary, economy, welfare and other preferential conditions. They only value the qualifications and work experience of candidates, but ignore the combination of corporate values and selection criteria.

2. Enterprise training cannot run through the whole enterprise culture.

Enterprises should manage their own culture through the training of human resources, which includes the process of teaching new employees or existing employees the relevant knowledge, skills, values and behavioral norms necessary for them to complete their work. However, most enterprises are used to taking training as an ordinary routine, the purpose of which is to teach the skills necessary for a certain job, and regard training as a purely technical job. What they do is to train the selected employees into "skilled workers" instead of "conceptual people". This kind of training often emphasizes knowledge and skills one-sidedly, so there is a tendency of "emphasizing skills over culture".

People are extremely valuable resources, and their value will increase with the continuous development of enterprise training. Staff training, especially the subtle transmission of corporate culture and values to employees in training, may not have immediate results, but as long as it persists, it will definitely pay off. Reflected in the continuous improvement of staff quality and the steady development of business performance. All enterprises with long-term goals will regard corporate culture as an important training task and incorporate it into human resource management activities.

3. The requirements of corporate culture cannot be integrated into employee performance appraisal.

Employee performance appraisal is a process in which examiners judge the fact or value of employees and their related work by using scientific and technical methods under the guidance of certain purposes and concepts and according to certain assessment standards. The content of enterprise values should be injected into the evaluation system as a part of multiple evaluation indexes. Among them, we can explain corporate values through various codes of conduct, and get relevant information in time by directly participating in evaluation, so as to strengthen, adjust and correct our work behavior in time and continuously improve our work performance. Specifically, the evaluation criteria of corporate culture can make people clear about the quality requirements and management requirements, know what they should concentrate on doing, what they should not do, what business leaders advocate and what management does not allow, and achieve the purpose of interpreting corporate values. However, most enterprises focus on performance indicators when evaluating employee performance. Even though some enterprises have put forward the evaluation of "morality", they lack a specific understanding and description of the evaluation content of "morality", which makes the performance evaluation of human resources not play a role in shaping "conceptual people".

4. The combination of corporate culture and employee incentive mechanism is weak.

The formation of enterprise culture should be combined with the incentive mechanism of enterprise employees. Only by reaching a consensus from top to bottom can we truly form a sense of identity and generate cohesion in the hearts of employees. Corporate culture is an atmosphere, and corporate culture is a mental outlook that inspires a kind of morale and forms a brand-new "concept person".

In reality, incentives are easy to fall into some misunderstandings. Employees and enterprises are regarded as pure employment relations, and employees are only regarded as "economic men" who pursue material interests and "tools" to obtain profits. One-sided emphasis on money is the best motivation for work, ignoring emotional incentives, encouraging talents to surpass morality, encouraging ruthlessness, and encouraging "pot rice." These misunderstandings will inevitably lead to the company's human resource management falling into a strange circle, that is, employees are more and more picky about the fairness of salary and performance, so enterprises will invest more cost and energy in salary management and emphasize more and more material incentives for employees. Once an enterprise fails to satisfy its employees in salary management, it will easily lead to employee turnover. Enterprise incentive mechanism should be combined with enterprise culture, and material incentives, spiritual incentives and work incentives should complement each other, so as to make incentives play the greatest role.

Second, the corporate culture into the enterprise human resource management construction scheme

In the process of enterprise human resource management, different heterogeneous cultures will collide, confront and compete when they contact and operate with each other. Therefore, the key to promote the implementation of corporate culture lies in matching corporate culture work with human resource management, promoting employees to gradually change from natural persons and social persons to conceptual persons, improving work efficiency, developing human resources and formulating policies and systems for human resources.

1. Change and innovation of values. Enterprise values are values with enterprises as the main body and the product of enterprise personalization. However, the values are not immutable, and the original corporate culture selection and employment standards have not adapted to the needs of the situation. At this time, it is necessary to question the original model, explore a new talent management model, and even completely abandon the old culture and re-create a new corporate culture under certain conditions.

Because the renewal and integration of values into human resource management is a difficult process and takes a long time, it is best to avoid complete reconstruction and gradually develop and improve. In human resource management, we can speed up the change of enterprise members' ideas by means of employee participation in management and strengthening information communication. Of course, if necessary, we can also take coercive measures to promote change and ask entrepreneurs to give up their personal secondary value. The existence of sub-values is a challenge for enterprises to share the same values, so employees are required to confirm, inherit and reshape enterprise values from the beginning of hiring employees and follow the same values.

Corporate culture plays a guiding role in human resource management, mainly referring to the guiding role of corporate values and ways of thinking. The possibility of combining corporate culture with human resource management also lies in the diversified characteristics of corporate culture. Guided by the unique values and codes of conduct of corporate culture, human resource management is to organically integrate these two aspects of corporate culture to form a better corporate culture, which is conducive to the effective management of human resources.

2. Pay attention to the cultivation of conceptual people. Corporate culture is a kind of social subculture. When employees enter the enterprise, they are not abstract natural people, but social people, and gradually form "conceptual people" with certain significance, beliefs and values. The so-called "conceptual man" does instinctively have a variety of needs, and he also hopes that his needs will be continuously met. However, people who pass the training need to have their own beliefs and values. Because a person's life is a process of socialization, a process from a natural person to a social person, to a person accepted and needed by a social group. Therefore, in this process, the human resource management of enterprises is faced with socialized people, and it is necessary to increase the indoctrination of corporate culture, attach importance to the cultivation of "conceptual people" and create human resource management with conceptual people as the protagonist. People-oriented is the core of creating enterprise culture, and human factors directly affect the characteristics of enterprise spirit and are very important to the overall form of enterprise culture. No culture can be separated from people, who are the creators and enjoyment of culture. When creating corporate culture, we should attach importance to human factors. If the goal of an enterprise becomes part or even all of the employees' thoughts and beliefs, its motivation is endless.

From the recruitment stage, enterprise human resource managers are guided by enterprise culture, especially enterprise values. Through public relations activities and advertisements, they let potential employees know about corporate culture, train new employees, and regularly organize corporate culture training or seminars for existing employees, thus accelerating the recognition and deepening of existing corporate culture values. More importantly, it will inject new vitality into the enterprise culture and keep the enterprise organization in the power of continuous change. This is an interactive process of corporate culture and social culture through human resources.

3. Set the degree of combination of corporate culture and performance appraisal.

In the performance appraisal of employees, whether employees abide by the core values of enterprises is one of the important criteria for evaluating employees. In terms of employee compensation system, enterprises should truly establish a compensation system that conforms to the core values and principles of new enterprises. Corporate culture, values, goals and slogans have all been put forward, so whether performance matches or not is still a skin of performance and culture. If the performance appraisal and salary system are decoupled from the core values of the enterprise, the company is a "big pot" culture, and it is naturally impossible to be satisfied with the corporate culture. If performance and values are closely linked, it is a very realistic culture. For example, corporate culture emphasizes the importance of honesty, so employee performance evaluation should evaluate whether employees follow the principle of honesty in the process of achieving performance. Although employee's performance is very important and should be the main basis for employee's performance appraisal, enterprises should also understand how employees obtain performance. Some employees increase their sales by cheating, although their performance is good, but they violate the principle of good faith and bring losses greater than their personal performance to the long-term development of enterprises. By evaluating whether employees abide by the company's principles and values, employees can be prompted to achieve performance in the correct way of "ideal people", thus maximizing the long-term interests of enterprises.

4. Matching of corporate culture and incentive mechanism.

People-oriented is the "golden rule" of modern human resource management. Excellent corporate culture is to satisfy employees and create a cultural atmosphere in which everyone is valued and respected. A good cultural atmosphere can often produce an incentive mechanism, so that each member's contribution will be appreciated and rewarded by other employees and leaders in time, thus encouraging employees to be brave in dedication and keep making progress in order to realize self-worth and development.

The key to the success of an enterprise is the creativity of employees. The construction and renewal of culture and the enhancement of democratic consciousness objectively promote the improvement of employees' ideological level and participation consciousness, which is conducive to employees' linking their personal interests with the social honor and production and operation quality of the organization, so that employees can work as masters, while the consolidation and realization of masters' status requires a strong sense of rights and obligations, so that the organization has a good atmosphere of vigor, vitality and pioneering spirit, and stimulates the creative enthusiasm of every employee, thus forming an incentive environment and enthusiasm. This environment and mechanism is better than any administrative orders and orders. It can make the organization's administrative command and order become an organizational process, turn passive behavior into conscious behavior, and turn external force into internal force, and its power is infinite.

For example, when Motorola builds a distinctive corporate culture, its basic belief is to "maintain constant respect for people and adhere to noble morality", respect the personal dignity of employees, create an impartial working environment, care about the growth and career of each employee, and create conditions for each employee's professional success, so that they can fully experience the sense of success. The company respects employees' labor and gives corresponding material rewards, wages and benefits and other spiritual incentives to employees' labor and creation. Provide employees with equal development opportunities according to their abilities. Practice has proved that only by combining material incentives, spiritual incentives, work incentives and corporate culture can incentives play their greatest role.

5. Strengthen the media form of corporate culture in human resource management.

After integrating values, performance appraisal and incentive mechanisms into various human resource management systems, enterprises should seize the opportunity to advocate and implement them. The promotion and function of any culture must be through sensory media, and so must corporate culture. There are three main media forms of corporate culture in human resource management:

First, a good corporate environment and high-quality products and services have a subtle effect on employees, which requires human resources managers to establish a good corporate image externally and create a beautiful production and working environment internally.

The second is to carry out symbolic corporate celebration ceremony, etiquette, commemoration and other activities. Establish a corporate image among employees and the public.

The third is to publicize the unique language, slogans, slogans, anecdotes and "myth" stories of enterprises. Unique slogans are easy to understand, remember and spread.

Enterprise human resource managers should set up model figures and typical figures of their own enterprises. This is the way to lead by example, and the typical figures who seek truth from facts will have a vivid appeal. If entrepreneurs practice themselves and become typical figures in corporate culture, they will better play the guiding role of corporate culture.