How to take care of corporate culture

Step 1: Make sure the values are clear and relevant.

Before measuring culture and values, it is necessary to ensure that employees understand them. The author understands that the values of most companies are just some ambiguous words on the general list. No one will object to these words, but I'm afraid no one understands their meaning. Some meaningless values I saw on brass plaques and wallet cards include:

leadership

willpower

trust

honest

combine/join forces (with sb)

Everything serves the users.

Dare to take risks

change

Exchange; connect

grow

Be qualified to do sth.

Excellence.

If your company, like most companies, has hardly thought about its own values and cultural definitions, then your values may also be listed above.

In order to ensure that employees understand the meaning of your values, that is, they can easily identify behaviors and decisions that are inconsistent or consistent with your values, you need to clearly express your values, such as: democracy: Namaste.

solar

Fitness: TRX

Training: Hopkins Printing

Weird: Zappos

Tom cloth shoes (Tom

Shoes) is a company with a clear and unique culture-they call it "one of MAI's giving". In other words, every time MAI produces a pair of shoes, the company will donate a pair of shoes to children in need.

Purina's corporate culture is very clearly stated as: pets take precedence over profits. Purina is one of the best-run companies I have ever worked with. It is a subsidiary of Nestle, a food giant. A few years ago, a large number of cats and dogs died in the United States because of the deterioration of pet food, and Purina took all its products off the shelves. But it was later found that almost all their pet food did not go bad. This move cost the company millions of dollars, but Terry, the president of the company,

Brock doesn't want cats and dogs to die because the company is worried about losing money. This decision clearly and forcefully conveyed the company's values to all employees and customers.

Step 2: Abandon useless cultural standards.

Some companies use scorecards to measure anything related to values or culture, but the results are not satisfactory. 1996, the retail merchant Sears was eager to change.

Into their arrogant and complacent culture, so they created new values-"Three P's: enthusiasm for customers, people added.

Value), performance leadership (performance

Leadership). Their measure of culture is the proportion of employees participating in their "cultural revitalization training". In other words, they measure culture by counting the number of employees sitting in chairs. Obviously, this method has not achieved good results, and the company is now smaller than it was in the 1970s. 20 13 this famous zero in the fourth quarter

SOU suffered a huge loss of $483 million.

Another common way to measure culture is to investigate whether employees understand and support values-of course, if they want to keep their jobs, they will definitely give a positive answer! A common but useless cultural measure that authors usually see is to count the number of exchanges related to values/culture. This may include: the number of hanging value plaques (a customer even hangs plaques in front of the bathroom and urinal! ), the number of wallet cards distributed and the number of people attending the value review meeting.

Step 3: Create several dimensions to measure culture.

The first step to maintain and improve culture is to have an accurate cultural measurement method. However, don't waste time on value training, meetings, posters and wallet cards. If you want to measure whether the company culture is accepted by employees, you can refer to the following latitude:

Got it. Are employees aware of your values? Can they identify whether your actions and decisions conform to these values? This aspect is best measured by anonymous testing. You don't measure employees personally, you just measure the effect of conveying values.

Cognition. Collect opinions on the real values and cultural content of the company through anonymous surveys or focus groups hosted by organizations outside the company outside the workplace. The problem should focus on determining real values and priorities, not the content of the statement. For example, many companies discuss diversity enthusiastically, but they often hire people who look and think like them, as well as graduates from universities they usually recruit.

Behavior. Right and wrong decision-making events related to values and employee behavior. For example, if health and fitness are one of your values, you may measure how many employees have physical examinations or go to the company's gym every year. If one of your values is work-life balance, you may measure how many employees work during holidays. If your values are responsible, you may track how many employees are punished or fired for poor performance.

According to the relative importance of these three aspects and the integrity of all kinds of data, percentage weights are assigned to them. It is also important to measure culture at least once a quarter.

Successful companies will determine employees' values and personality characteristics through behavioral interviews when recruiting employees. Other companies will use social media to convey their culture and values to potential employees so that they can attract people with the same beliefs and values. For example, if you don't like animals, you may feel uncomfortable in Purina's working environment, because many employees there bring cats and dogs to work every day.

Although culture is elusive, it needs to be measured and managed to help you succeed. What your competitors can never copy may be your culture, so culture may be a huge competitive advantage.

Xue, an expert in economic and financial classification, recommended this answer.

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Liu you V 1 | bitcoin evangelist consulTAtion ta.

Good at: Internet.

Other answers

Therefore, folk customs are tough because they are profitable.

So enterprises are better than others. Need profit-driven.

This answer was adopted by the questioner.

jesustaozhi hui | 20 1 1- 12- 1 1 23: 18

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1, culture does not stop at slogans;

2, corporate culture should include three levels:

1) Spiritual culture: First of all, we should guide everyone to form * * * knowledge at the ideological level. For example, if enterprises want to grasp the discipline of meetings, how can they make everyone attend meetings on time every time? First of all, you should have this idea. I want to rectify the discipline. First of all, we have this concept, which can be called spiritual culture.

2) Institutional culture: policies and systems should be specifically implemented. We have a rule that I will say that I will be late for a meeting in the future, and this rule will be implemented at the second level of the system.

3) Behavior culture: If writing culture on paper is not enough, have you followed this slogan and put this spirit into practice? We evaluate who is late today and implement it, forming a very good habit. No one will be late for meetings in the future, and finally the behavior habits of the whole staff have been improved.