From what aspects is corporate culture training better?

First of all, the content requirements are hierarchical.

In cultural training, many enterprises can't wait for the whole people to listen to it. Sometimes there are one or two hundred people in a classroom, and people from all levels and departments of the enterprise and lecturers are also "grabbing their eyebrows and beards". Regardless of the object, everyone has the same content, which often has no good effect. In the early stage of corporate culture construction, when you need to have a basic understanding of corporate culture theory, you can use this training method, but if you carry out in-depth cultural construction, it is obvious. The author believes that when training corporate culture, it is necessary to design different training contents and forms for people with different levels and functions. For example, the well-known Hewlett-Packard Company has excellent training. Employees will receive all kinds of training from the beginning of working in the company. The basic idea is that the training process changes from "hard" to "soft" according to the work content and maturity of employees, and the course is a deepening process from technical business knowledge to communication skills to culture and thinking.

From the enterprise level, the top management needs to understand the essence of corporate culture, the relationship with traditional culture, the relationship with strategy and core competitiveness, and how to implement cultural changes. The middle layer focuses on how to embody corporate culture in leading subordinates, implementing assessment and team building, that is, the combination of corporate culture and management skills. Without excellent leadership, it is impossible to spread corporate culture. Grass-roots personnel need to understand the company's corporate culture concept and how to embody corporate culture in their work; Newcomers need to know the history and culture of the company, the deeds of advanced figures and the code of conduct. It can be seen that if there is no pertinence, the implementation of "big pot" corporate culture training is often ineffective.

From the perspective of corporate functions, different departments have different needs for corporate culture, and marketing departments need to understand corporate culture and brand building, promotion, advertising and public relations. The human resources department needs to understand the organic combination of corporate culture and recruitment, training, assessment, salary, incentive, reward and punishment, appointment and dismissal; The production department needs to know how the corporate culture is embodied in process design, quality control, process transformation and operation specification. The financial department needs to understand the application of corporate culture in investment and financing, budget and final accounts management, cost control and so on; Cultural training in other departments should also have different emphasis.

Generally speaking, if you look at the content of corporate culture training from two dimensions: level and function, you can refer to the following table:

Second, the form requires vividness.

The training in enterprises is very different from the education we received in schools. On the one hand, as adults, they are not interested in simple knowledge education and have difficulty in absorbing it. On the other hand, enterprise training emphasizes the return on investment, that is, they must be able to improve the ability and quality of employees and contribute to the performance of enterprises. Corporate culture training is no exception. The traditional lecture training method is not ideal, and it does not aim at the characteristics of adult learning, nor at the specific management problems and business characteristics of enterprises. So people often think that corporate culture training can't be immediate.

It is true that corporate culture, as a relatively new management theory and method, takes the shaping of values as the core and aims at rallying people's hearts and improving management level, and its important role is beyond doubt. However, due to the lack of unified operation methods, corporate culture often makes people feel "virtual". In fact, the quality of corporate culture is not learned, but "realized", which requires top managers to have excellent leadership and management skills, set an example and vigorously promote it; Middle managers can understand and implement; Grassroots personnel can embody various concepts of corporate culture in their own work. From this point of view, what kind of training form can not be generalized, it must be carried out at different levels and departments, otherwise it will not have good results.

The author believes that adopting various hard rules and regulations can make enterprise management rigorous, but it can only be "not backward". To be an "excellent" enterprise, it must be managed by culture, and employees should consciously and voluntarily abide by and maintain the system and culture of the enterprise, which requires employees' feelings. Perception is a kind of realm, which requires comprehensive use of various training methods, including lectures, case studies, seminars, activities, games, outward bound training, team training and so on. Each method has its own advantages and should be selected according to the training content and object. For example, lectures are generally suitable for high-level comparative theory courses, and activities and games are suitable for courses that require perception and experience. Seminars are more suitable for employees to discuss a problem in depth. For example, the author used to do corporate culture training for a company, which was seriously departmental and lacked team spirit. In order to make everyone realize the strength of the team, I led all middle and senior managers to play a game called "Raise the Horizontal Bar". After the game, everyone felt deeply and had a great response.

From the level and course content, the training forms are shown in the following table:

Third, the integrity of organizational requirements.

Business owners often pay more attention to corporate culture training, and generally put corporate culture training in human resources department or party Committee office and other departments. However, bosses are often dissatisfied with the organization of training, with high absenteeism rate and little interest of employees, but they can't see the effect after spending money.

Corporate culture construction is a systematic project, which not only requires the whole enterprise to have a * * * understanding of the connotation of culture, but also needs to mobilize certain personnel and resources to organize and implement corporate culture training.

Many excellent enterprises have established a complete corporate culture training system. For example, Jack Welch, former president of GE Company, not only regularly conducts corporate culture training for employees at all levels in GE Training Institute, but also requires middle and senior managers to design special training courses in combination with their own work, in which corporate culture is a very important part. Motorola's training system is also very sound. Employees are influenced by corporate culture from the day they enter the company, and they can consciously abide by and maintain the corporate culture.

A systematic and perfect training organization is a powerful guarantee for the training effect. Generally speaking, we can use 5W2H to plan and organize corporate culture training, which mainly includes:

● What:

Training content: training planning from the perspective of level and function;

The choice of course content: whether the content is practical and what kind of effect it hopes to achieve;

● Who:

Training target: for senior, middle, grassroots, employees and newcomers, the organization methods are different. For example, for the top-level training, it is best to adopt a relatively closed training method, such as a closed resort, because the top-level affairs are more complicated;

Training number: Corporate culture training generally needs to be discussed, so the number should not be too large, and about 20 people is ideal;

Instructor selection: There are two ways to select an instructor. One is a lecturer in an enterprise, which can be a professional trainer to teach some specialized corporate culture skills and operation courses, such as new employee training, or a corporate culture training course designed by middle and senior managers according to their own work. For example, the manager of quality department can design a training course of "enterprise culture in quality management"; Another way is to choose professional lecturers and consultants from outside according to the needs of enterprises, but according to the actual situation of enterprises, the bigger the reputation, the better. It is necessary to comprehensively examine the style, morality, reputation and practicality of the course content of the lecturer. For example, for the training of middle-level personnel's leadership style and management skills, it is necessary to choose lecturers with excellent lecture skills, not necessarily experts;

● When:

Time and duration of training: Generally speaking, it is better to carry out corporate culture training in stages, with a long time span, because the college can have a process of digestion and apply it to work, and then communicate with lecturers on the problems that arise next time to effectively resolve the training risks;

● Among them:

Selection of training venue: As far as corporate culture training is concerned, group discussion is generally effective, so the layout of the venue should take this into account. Too many people are training together, and there is a lack of interaction between students and lecturers;

● Among them:

Targeted: when training corporate culture, people with different levels and functions should adopt corresponding training methods and contents, which should be targeted;

● How to:

Forms and methods of training: adopt corresponding training methods for different personnel and contents, such as seminars, activities, games, outward bound training, team training, etc.

● How much:

Training budget: Generally speaking, in the corporate culture work planning at the beginning of the year, it should be carried out according to the overall budget of the enterprise.

We all envy companies like GE, Hewlett-Packard, Haier and Lenovo, because their culture is no longer just beautiful flowers, but has produced fruitful results and become the source of power for enterprise development. Their culture is excellent because their corporate culture is organically combined with corporate strategy, business process, leadership style, management methods, rules and regulations, industry characteristics and corporate status, which transforms culture into management and makes management reflect culture. Therefore, when we conduct corporate culture training, we should not copy it, but pay attention to discuss and understand it in combination with the actual situation of the company, otherwise it will only be a toddler in Handan.