How to implement enterprise culture construction

"The core of Saifa's corporate culture is only three words: people! People! People! . "Han Ping, deputy general manager and human resources manager of Sai Yifa, said. In his view, the company's people-oriented corporate culture can be implemented, which is closely related to the practice of top managers and the implementation of enterprise systems.

First, emphasize social responsibility.

Social progress and corporate social responsibility are inseparable. Although the primary starting point of corporate culture is to encourage employees to work hard to benefit shareholders, customers and employees, corporate culture must also emphasize the social responsibility of enterprises and employees. "Corporate social responsibility:

First of all, we should be responsible for the environment, not polluting it, but protecting it;

Second, be responsible for the progress of employees;

The third is to be responsible for the company's social image. "Han Ping concluded.

At a lower level, corporate culture reflects the behavior or management style of enterprises, while at a deeper level, it is the basic values of enterprises. "Training can only be the transmission of superficial corporate behavior. For the deep corporate values, we emphasize the social responsibility of enterprises and employees. At this time, the code of conduct of enterprise managers has become a very important part of promoting the implementation of corporate culture. " Han Ping said that the above case is one of them.

In Saifa, every year, Arbor Day takes 3,000 employees to plant trees in the suburbs of Shenzhen. Every April, the Human Resources Department will also organize employees to take photos at the place where trees are planted, so that employees can know the growth of the saplings they planted. 10 is like a day. Although this high-cost practice has caused controversy among managers, the general manager insists that the significance of the company's doing this is not how many trees are planted, but that those who have planted trees with heart will not cut down or destroy trees.

As a large-scale manufacturing enterprise, Saifa discharges a lot of sewage every day. As early as a few years ago, Saifa purchased new equipment with an investment of 10 million yuan, realizing the self-treatment and recycling of sewage. Sai Yifa's point of view is that a company must be an outstanding social citizen with a sense of responsibility in order to educate its employees to become outstanding corporate citizens. If enterprises can't do this, employees can't do it. If an individual does not even know how to cherish the working and living environment, he will not know how to respect others.

Second, create an atmosphere of equality.

Yi Sai law standards for outstanding corporate citizens are social responsibility, integrity, honesty and being good at learning. The key here is to achieve equality among employees. If employees have the following fears when facing managers, it is impossible to create an honest and upright cultural atmosphere.

In Saiyifa, only the general manager and a deputy general manager each have a full-time secretary. Even so, a full-time secretary should take care of a job. Employees can often see the general manager sending his own work fax and doing a lot of work by himself. The company is committed to forming such a culture: managers are not making top-down decisions, but doing routine work every day, trying to influence employees' down-to-earth work and work.

But is it necessary for executives to get caught up in ordinary transactional work? Han Ping does not deny the possible negative consequences of this practice, but insists that this is the corporate culture. If employees see that top managers don't do things, they will have unnecessary questions.

In the actual work of Sai Yifa, there are many things that conflict with the general manager or even strike a table because of work differences. "This is not to encourage employee conflicts, but to happen in an equal atmosphere." Han Ping said that at the monthly staff meeting, the general manager should not only give awards to employees who have won various awards, but also report the production and sales of the month and accept questions from employees. Any employee can ask the general manager any questions about the company at the meeting, and the general manager must answer them on the spot.

Saiyifa has set up a Human Rights Committee, which is composed of the competent personnel of the Human Resources Department and the managers of various departments. The Human Rights Commission is responsible for monitoring the implementation of equal treatment for employees. Saiyifa signed a life-long contract with employees, and employees can't be fired unless they have serious violations of discipline. Otherwise, employees can complain to the Human Rights Commission. In addition, when interviewing the dismissed employees, the human resources department must also provide the dismissed employees with the complaint telephone numbers of the arbitrator and the local labor bureau. Therefore, when making the decision to lay off employees, the directors of each department will be cautious and dare not find fault and dismiss employees they don't like, which has changed the dilemma that ordinary employees are always in a weak position.

At a meeting of the Human Rights Committee, a female manager suggested that there are obviously fewer female managers in the management, which violates the principle of equality between men and women. The meeting formed a rule that managers of all departments must be allocated according to the proportion of men and women. Since then, Saiyifa Company has strictly followed this ratio in recruitment. Although gender equality has been achieved, it often brings inconvenience to some departments because of the lack of female employees in individual positions.

Saifa is a well-known foreign company in Shenzhen, and some related households often entrust or introduce people to work in Saifa. The principle of Yi Sai law is that recommendation is one thing, and whether it meets the standards is another. To enter the competition law, we must cross two hurdles: the basic conditions are audited by the human resources department and the professional skills are audited by the recruitment department. As long as these two departments have a veto, even the general manager has no right to impose it on them.

Third, the system guarantees implementation.

However, it is not enough to rely on only one atmosphere and environment. It is "solidified in the system", the competition mode embodies the cultural concept with the system and mechanism, and the achievements of cultural construction are fixed with the rules and regulations.

Yi Sai law has always emphasized that people are the foundation of enterprises, and respecting employees' right to choose is an important prerequisite for people-oriented. Every employee, including ordinary front-line operators, will receive the career plan provided by the Human Resources Department on the day of entry, and a college graduate has the right to propose job changes after working for 2 years.

Accordingly, Saiyifa has established a perfect internal recruitment mechanism. Any vacancy in the company will be disclosed to internal employees in various ways. Interested employees can communicate with the hiring manager without the notice of the department head. The human resources department will provide the resumes of qualified internal candidates to the head of the demand department. After the interview is passed, the human resources department will directly inform the employee's immediate supervisor of the specific job-hopping date. Under normal circumstances, the direct supervisor has no reason to refuse to release the employee, and must respect the employee's independent choice. If there are special reasons, you can postpone the post change, but the longest time shall not exceed 3 months.

Since the implementation of this system, it has brought great pressure to department leaders: training successors. Therefore, the competition law stipulates that each post must have three corresponding candidates, so as to ensure that there will be no frequent job vacancies. Driven by this system, the rotation within the company has been very active.

In addition, Yi Sai laws also set a bottom line for employees' professional ethics, and set very high requirements for employees' moral standards. Saiyi law believes that honesty and integrity are the most basic code of conduct for everyone. If a person's moral quality is not reassuring, who dares to hand over a department to him/her?

On 200 1, the manager of an excellent department of the company submitted an application for sick leave due to a car accident, which was certified by the hospital. By chance, the human resources department learned that the department manager didn't actually have a car accident, but just wanted to take a vacation to complete a part-time job. After verification, the company fired the manager mercilessly. For example, Saifa once found that employees reported false invoices (called inviting customers or partners to dinner, but in fact they invited others to dinner). ), after discovering this situation, he was also dismissed according to law.

"The existence of the system is not a decoration, but a realization. The bottom line of professional ethics is basic, just like a mine. No matter who violates it, the mine will ring. It's like a horse race. There must be a fair, just and transparent' track', and derailment must be punished. " Han Ping said, "Institution is the soil where thoughts, behaviors and habits are generated. In this sense, institutions are cultural forces.