How should enterprises treat employees?

no one will admit that most of our daily activities, such as brand building and corporate culture building, belong to the pursuit of fish by chasing after the end, because we are all arranging our daily work according to the model of corporate culture in books, predecessors and large companies, so we are always busy that we rarely have time to stop and ask ourselves-can corporate culture be copied? What the hell should I do? We promote corporate culture, but we don't know where the core of corporate culture is and what the task of corporate culture is. Adhere to the core concept of the enterprise and gain the recognition of employees. This is the most important thing for us to do in building corporate culture. Core values are deeply rooted in the enterprise. They are guiding principles that lead enterprises to carry out all business activities without time limit, and to some extent, their importance even exceeds the strategic objectives of enterprises. What's the point of a corporate culture that employees can't agree with? If employees can't agree with the company's culture, the enterprise will form internal friction. Although everyone seems to be very powerful, due to the inconsistent direction, the resultant force of the enterprise is very small and it is very fragile in the market competition. In the long run, without a strong corporate culture, enterprises will not be able to form their own core competitiveness, and they will not be in an invincible position in the increasingly competitive market. Many enterprises believe that "customers are God" and ignore employees. The ultimate goal of enterprises is to satisfy customers, obtain the maximum profit value and realize the value of enterprises. Customers are important, but employees are equally important. Employees are water, enterprises are boats, "water can carry a boat and overturn it". According to some surveys, an dissatisfied customer can affect 25 customers, but an dissatisfied employee can affect 25 customers. Therefore, the core value concept of an enterprise must be recognized by employees, otherwise the corporate culture is a useless vassal. I don't think anyone wants to make great efforts to get a useless decoration, do they? How to gain employee recognition? This is a difficult problem in itself. Because man has one characteristic, he accepts change but does not accept being changed. If your core values can't be accepted by him, he will have resistance to the outside or the inside. Shaping corporate culture and making employees agree has become a top priority. I have always mentioned "people-oriented", and caring about your employees is not only a means of management, but also a purpose. Enterprise management must not forget humanistic care. Xun Zi-Yi Bing said: "Those who love the people are strong, and those who don't love the people are strong; Those who believe in decrees are strong, and those who do not believe in decrees are weak; The people are strong, and the people are weak. " It means that a country that cares for the people is strong, and a country that doesn't care for the people is weak; A country with honest government decrees is strong, while a country with broken promises is weak; A country with united people is strong, and a country with disunited people is weak. Xunzi told us a very simple truth: if we want to be strong, we need to be people-oriented, and those who win people's hearts will win the world. The same is true of the commercial battlefield. Many senior managers will put forward the view that "employees are valuable resources of enterprises" when talking about the secret of enterprise success. They believe that until now, many enterprises still define employees as "tools", on the one hand, they try their best to use them to create profits, on the other hand, they regard employees as "costs", which are the profit-reducing factors of enterprises and try their best to save labor costs. Enterprises pay attention to events and profits, rather than "people" themselves. As a result, the command-and-control model prevails in enterprises, and employees have no enthusiasm and creativity. This is because the key resources of enterprises exist in the minds of employees, and the traditional command-and-control model has become pale and powerless to ensure the success of enterprises. Therefore, enterprises should make employees have a sense of belonging, growth, accomplishment and mission step by step. Only in this way can we give full play to people's greatest value. Enterprise managers can refer to Maslow's hierarchy of human needs to manage employees. Physiological needs, safety needs, social needs, respected needs, and self-worth realization needs are a bottom-up ladder relationship. There is also a saying in ancient China: granary knows etiquette, and food and clothing know honor and disgrace. Only by meeting basic needs can we talk about value. Therefore, personally, the sense of belonging, growth, accomplishment and mission is also a bottom-up ladder relationship. The core value should be recognized by employees, so that employees have the ultimate sense of mission, so what should enterprise managers do? Managers should first set an example. The behavior of managers has the greatest influence on employees. "His body is upright, and he does it without orders. His body is not upright, although he does not obey." Managers should correct themselves before correcting others. You must stand up in front of everyone and persistently convey your core values. The formation of values is not three days and five days, not three to five months, but a long-term challenge. The role of enterprise leaders is decisive. Leaders of enterprises should lead by example, be consistent in words and deeds, and abide by the values they advocate. Imagine that leaders can't set a good example, how can they convince employees? Enterprise leaders should constantly instill the enterprise value concept into employees in their daily operations and explain the enterprise code of conduct to employees in detail. Let's look at those companies with strong corporate culture, which clearly point out the requirements of the enterprise and tell them what they can and can't do. By instilling the value concept into the employees of the enterprise, the employees will have an inner sound of the enterprise value concept and turn the enterprise value concept into an inner belief. Only in this way can employees have a comprehensive and profound understanding of the essence of the enterprise value concept, and they can actively put the enterprise value concept into practice. Managers should also have a loving mind, inculcate like the godfather, and promote the core values of enterprises to employees. When talking about his role, Zhang Ruimin, president of Haier, said: "The first is the designer, who adapts the organizational structure to the development of the enterprise; The second is the pastor, who constantly preaches to make employees accept the corporate culture and combine the embodiment of employees' own values with the realization of corporate goals. " This has nothing to do with jack. Welch's theory of reading the gospels is exactly the same. Therefore, entrepreneurs are not only the first promoter of corporate culture, but also the "seeder" and "missionary" of corporate culture. It is an important symbol to see whether a leader is outstanding and how he explains corporate values to employees. Corporate culture is not a matter of recognition by one person or some people. It is the common responsibility of all employees to practice core values and shape a personalized corporate culture, so managers of enterprises need to instill core values into employees' hearts like a preacher. Pay attention to communication. It is very important for managers to communicate with employees. Because managers must get relevant information from subordinates to make decisions, and information can only be obtained through communication with subordinates. At the same time, decisions should be implemented and communicated with employees. No matter how good the idea is, no matter how original the suggestion is, no matter how perfect the plan is, communication with employees is just a castle in the air. According to the research, the relationship between managers and employees in China is pyramid-shaped, and managers are at the top of the pyramid, unlike the flattening of personnel relations in western enterprises, which is very unfavorable for communication. In many domestic enterprises, even bureaucracy prevails. Managers, regardless of right or wrong, just give orders and do whatever I say, while employees dare not be angry or speak out when they implement machinery. As a result, there will be a deeper and deeper obstacle between managers and employees, which is very unfavorable to the development of enterprises. Therefore, managers should come down from the top of the tower, approach the employees and exchange opinions with them. The purpose of communication is to transmit information. If the information is not transmitted to every employee in the unit, or the employees do not correctly understand the manager's intention, communication will be hindered. Communication is a two-way behavior. To make communication effective, both sides should actively engage in communication. When employees express their opinions, managers should also listen carefully. Full communication is also the basis of establishing the concept of * * * with the same value. Make full use of all kinds of communication channels and means within the enterprise, so that employees can fully communicate with each other on the spiritual level, express their inner feelings as much as possible, better adjust their position, correct their behavior and correct their mentality in their work, and strive to establish feelings between employees, employees and leaders, and employees and enterprises, which will be of great benefit to the development of the enterprise. Outside the enterprise, it is also necessary to convey the * * * concept of the same value pursued by the enterprise to the outside world more directly and truly through the external publicity, services, public welfare activities, employees' words and deeds, gfd, treating people with things, quality cultivation and many other aspects, so as to show the enterprise's moral fashion and elegant demeanor, and enhance employees' self-confidence and sense of pride and responsibility for the enterprise. We should serve people with morality and respect employees. "Lao Tzu. Chapter 51 says, "Tao is born, virtue is preserved, things are done, and potential is achieved." Enterprise management should be people-oriented and rule people by virtue. For example, enterprises have formulated a number of systems and regulations to ensure that employees complete their work. However, it is impossible for enterprises to ensure that employees are happy and have no grievances through the system. Although the system is detailed and strict, the rewards and punishments are also appropriate, and the boss also has a strong majesty. However, everyone has the instinct to seek advantages and avoid disadvantages. If there is reward, there will be punishment, which will inevitably affect a person's personal interests. Therefore, some employees often adopt the method of avoiding disasters, which is respectful on the surface, but unconvinced inside. His resentment will be manifested by slacking, which will greatly reduce his work efficiency. So how to eliminate employees' unhappiness and resentment? Managers should be convinced by virtue, and morality is the spiritual strength of human beings. Therefore, enterprise management should be people-oriented and fully respect people's various needs, so that the embryonic form of power can be transformed from "shape" to "potential" and the potential can finally be transformed into strength. Therefore, respecting employees is the foundation of management. The slogan put forward by IBM in the United States is "respect for individuals". If employees can't be respected in the company, it is impossible for employees to respect and identify with the company's management philosophy and corporate culture. Managers should respect employees, not just pay lip service to the global brand network. Respecting employees first means respecting their words and deeds, and should communicate with employees on an equal footing to the maximum extent, rather than ignoring their words and deeds. It is very important for employees to express their opinions and opinions freely. Respecting employees should also respect employees' values. Employees in a company come from different environments and have their own backgrounds, so everyone's values will be different. As long as employees' values are not contrary to the core values of the enterprise, they should be respected. Only by respecting employees' values can they be integrated into the company's management philosophy and corporate culture. For example, the "HP Way", which is talked about by the industry, is actually simple, but it is just an exposition of corporate values, corporate goals, business strategies and management methods. Its core is to trust and respect individuals. Build a sense of belonging. Take HP as an example. He firmly believes that employees are willing to work hard and will do well as long as they are given appropriate means and support. In order to arouse people's enthusiasm and stimulate creativity, the company pays attention to establishing a relaxed and free working environment, giving employees flexible working hours and allowing them to go to work flexibly, as long as they can complete the prescribed working hours and tasks. This management is more humanized, which not only provides engineers with a good environment for creativity, but also creates a home atmosphere. P&G regards talents as its most valuable asset. Richard Dupree, a former chairman of Procter & Gamble, once said, "If you leave our capital, factory and brand and take our people away, our company will collapse. On the contrary, if you take our capital, factory and brand and leave our people behind, we will rebuild everything in ten years." This concept of treating employees as wealth can easily make employees feel a sense of belonging, feel that the enterprise is their home, and working for the enterprise is like paying for their families. Just imagine, who will not be dedicated to their home? This concept of Procter & Gamble has obviously achieved results, so no matter where in the world, Procter & Gamble employees are demonstrating their intelligence, innovation and work initiative every day. All these are the driving force of P&G's rapid development. Build a sense of growth. In the past, many enterprises also took talent training as an important content in promoting corporate culture, but only as a means. Some western enterprises place great emphasis on investing in technical training and skill training of employees as a way for enterprises to improve efficiency and gain more profits. In fact, this practice treats people as tools. The so-called talent training is just to improve the performance of tools, improve the efficiency of use and extract surplus value to a greater extent. This kind of training is obviously not conducive to the development of talents. The development trend of contemporary enterprises has changed greatly, and many large enterprises have begun to regard human development as an end, rather than a simple means of profit. This change in corporate values is a great progress. Whether an enterprise can provide employees with a good environment suitable for human development and a good platform for human development is the fundamental symbol to measure whether a contemporary enterprise is superior or inferior, advanced or backward. And employees in an enterprise without growth opportunities can't look forward to it for a long time. Kant, a German thinker, once said: "After experiencing all kinds of conflicts, sacrifices, hard struggle and a long and complicated journey, history will point to a beautiful society that gives full play to all human talents. With the development of modern science and technology, the real wealth of modern civilization will be increasingly manifested in people's domination of the objective world by exerting the main force. " This requires paying full attention to the all-round development of people and giving people a platform for development. It is of great significance to people in enterprises and the whole society. P&G has always attached importance to recruiting outstanding talents and providing a learning platform. Every year, they recruit graduates with strong initiative, creativity, leadership, excellent analytical skills, good language communication skills and excellent cooperation-global brand network-spirit from various excellent universities. After employees enter the company, P&G attaches great importance to the development and training of employees. Every year, a large amount of money is spent on employee training. Through the formal training provided by Procter & Gamble College and the one-on-one guidance from the direct manager at work, Procter & Gamble employees can grow rapidly. In addition, Procter & Gamble cherishes the different views and opinions brought by the diversified workforce, and firmly believes that diversification can bring greater competitive advantages to the company, so the company strives to create an environment conducive to brainstorming. The best talents, the best training and development space and an open working environment are the foundation of P&G's success. Build a sense of accomplishment. The so-called "sense of accomplishment", as the name implies, is the feeling that a person feels after evaluating his "achievements". Different people often have different "feelings" when evaluating their self-achievement. For example, two people who do the same job in the same unit have basically the same income level, promotion opportunities and external evaluation, but their sense of accomplishment may be quite different. This sense of accomplishment comes from people's hearts. An outstanding and successful CEO may not necessarily have more sense of accomplishment than an ordinary wage earner who works from nine to five. If a person's contribution is affirmed, then he has a great sense of accomplishment. The employee has made achievements, and if the enterprise wants him to enjoy the joy of growth and achievement, his globrand.com intelligence will be developed. It is worth noting that enterprises in China have always been lacking in stimulating a sense of accomplishment. In the eyes of decision makers in some enterprises, China is short of everything but talents.