How to make employees agree with corporate culture

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How to make employees agree with corporate culture

Avenue is invisible, corporate culture is invisible and intangible, and many people feel "virtual". They don't know where to start and where to focus, so many enterprises confuse corporate culture construction with CIS, and slogans are everywhere. However, corporate culture construction is always strange and wandering outside the door, which can't improve employees' cohesion and sense of belonging, and can't improve management level.

Through a lot of research and consulting practice, the key to corporate culture construction is to make the cultural experience from concept to action, from abstract to concrete, from oral to written, get the understanding and recognition of employees, and turn it into their daily work behavior.

The first is the designer, who adapts the organizational structure to the development of the enterprise; The second is a priest, who constantly preaches, makes employees accept corporate culture, and combines the embodiment of employees' own values with the realization of corporate goals. "It can be seen that for top managers, how to make employees identify with the company's culture and turn it into their own work behavior is the key to the success or failure of corporate culture.

Let employees participate in the construction of corporate culture

First, solicit opinions extensively.

Any enterprise has a culture, especially many large and medium-sized state-owned enterprises. After so many years of ups and downs, employees always have their own views on culture. Many enterprises often ignore the consideration of their own corporate culture when introducing organizational change or reengineering, which often leads to the embarrassment of "the operation was successful, but the patient died". McKinsey defeated Shida, which is the best case. Although the scheme is very scientific, Shida's culture can't be integrated, and the result is a complete failure.

Many people regard corporate culture as boss culture and high-level culture, which is one-sided. Corporate culture is not only the opinions of top management, but also the values and behaviors of the whole enterprise. Only the corporate culture recognized by everyone is a valuable corporate culture.

To get everyone's approval, we must first ask for your opinions. Top managers of enterprises should create opportunities for all employees to participate in and discuss the company culture. We might as well create a sense of crisis from the top, so that everyone has the demand and motivation for cultural change, and then solicit opinions from all levels to gain an understanding of the dross and advantages of the original culture. Finally, we can adopt the method of sublation, retain the essence of the original corporate culture, and publicize it widely so that all employees can know how the corporate culture of the company is formed.

Second, combined with the daily work of employees

After an enterprise determines a new corporate culture concept, it must be introduced, which is actually the process of transforming the concept into action. When importing, don't take coercive measures. Let's discuss each employee's own specific work first. First of all, it is necessary to clarify why the company should establish such an idea. Next, how should each of us change our ideas and combine work with culture?

In the corporate culture construction project we do for an airport ground handling company, first let the grass-roots staff discuss the problems existing in the work, then put forward how to improve and improve, including the workflow and methods, and finally how to do it. Through this discussion, let every employee know clearly what the corporate culture of the company is, why we should establish such a culture and why we should do it ourselves.

Setting an example is the most important thing.

First, the role of corporate executives

As the architects of corporate culture, top managers undertake the most important and direct work of corporate culture construction. Once, a business owner asked the author, "What do you think is the most important thing to shape corporate culture?" The author told him: "first shape yourself into a model of corporate culture!" " "The top managers of some enterprises always feel that corporate culture encourages and constrains employees, but it is precisely those who shape corporate culture, and their words and deeds play a vital role in the formation of corporate culture. I once coached an enterprise to do corporate culture, and their boss said that he attached great importance to talents and hoped that the corporate philosophy would be reflected in this respect. When we were talking, we just arranged an interview with a middle-level manager. When his secretary told him that the interviewer was coming, he casually said, "Let him wait for another half hour. I have something to do. "A small thing is enough to show that he attaches importance to talents. The top management of an enterprise is often not only the shaper of culture and system, but also the destroyer of ideas and systems.

Second, start from scratch.

Many enterprises like to hold some activities, trainings and seminars with great fanfare when shaping corporate culture. In fact, the essence of corporate culture is more focused on the daily management of enterprises. As enterprise managers, no matter the top or middle level, they should start from their own work, first change their concepts and styles, start from small things and start from the side.