What is the role of corporate culture in human resource management?

The same management idea or method can achieve good results in one enterprise, but it may be completely ineffective or counterproductive in another enterprise. This shows that human resource management is carried out under a certain corporate culture background, and only human resource management that adapts to corporate culture can be effective. The promotion of corporate culture to human resource management runs through the main aspects of human resource management.

1. Corporate culture guides recruitment.

Corporate culture needs talents to implement, and recruitment is the main channel for enterprises to obtain qualified talents. Traditional talent recruitment often only pays attention to the candidates' academic qualifications, skills and personal moral factors, but pays less attention to their work attitude, value orientation, incentive methods and other factors. After these so-called "standard parts" were absorbed into the enterprise, the corporate culture of the company was instilled in these people through various channels. Although corporate culture has the function of integration, the effect of integration is limited, because it is difficult to completely change a person's work attitude and value orientation in a short time. The final result of integration failure is that talents can't adapt to the enterprise, and employees either deal with their work passively or leave their jobs. To solve this problem, we must start from the source and ensure the recruitment of talents.

Some scholars have come to the conclusion that a high degree of agreement between employee values and corporate culture will make employees have higher satisfaction, thus reducing turnover rate and improving work performance. Therefore, enterprises should integrate corporate culture into the recruitment process. In all kinds of recruitment notices, in addition to indicating the specific professional appointment standards of the position, it is also necessary to let the candidates know the culture of the enterprise, especially the basic values, principles and purposes of the enterprise, and use reasonable testing methods to analyze and judge whether the value orientation of the candidates is consistent with the value system of the enterprise.

In the combination of corporate culture and employee recruitment, the practice of campus recruitment of cleaning company is worth learning. The annual campus recruitment of cleaning companies has formed a complete model. The first is advertising and campus publicity, which attaches great importance to the publicity of cleaning enterprise culture, and introduces the salary system and promotion system. After preliminary screening, people have entered the written test and interview. The written test mainly tests candidates' talent, English ability and professional skills. The most crucial part is the final interview. The interview is divided into two rounds, one of which adopts one-on-one mode. The interviewer is a senior manager of the company department, with certain experience and special interview skills training. Generally, this manager is the manager of the department reported by the interviewer. There are at least three interviewers. In order to ensure that the talents recruited are really needed by the employing unit (department) and have been personally audited, the second interview shall be conducted by the senior management of each department. The interview test method used by Procter & Gamble in colleges and universities in China is mainly the experience background interview method, that is, according to some established investigation aspects and problems, the examples provided by the candidates are collected to assess the comprehensive quality and ability of the candidates.

2. Corporate culture has improved the rate of return on training.

Excellent corporate culture should attach importance to personnel training. An important part of human resource management is staff training and development. In the training and development of human resources, the requirements of corporate culture must run through. A principle to be grasped in training is that it cannot become a mere formality. Therefore, before training, we must do a good job in the investigation and analysis of training needs, and only training based on actual needs will have tangible results. For new employees, we should pay more attention to the transmission of corporate culture, let them know the mission, value orientation, glorious history and management system of the enterprise as soon as possible, and let them naturally integrate into the enterprise. Because after a person enters a new organization, he can only play a role in the organization if he quickly grasps the core ideas and values in the organizational culture and likes the creed that most people agree with.

In fact, many enterprises are confused about employee training. The high turnover rate of talents in enterprises makes management trainers face such a dilemma: they spend a lot of manpower, material resources and financial resources on training and cultivate needed talents. In this way, talents who spend a lot of money on training often find another job after learning a skill, and the enterprise has become someone else's wedding dress, which is not worth the candle. In this way, even if we realize the special significance of training to enterprises, we will reduce the investment in training. Therefore, some enterprises do not provide any training for their employees at all.

In fact, whether we can cultivate talents that enterprises need and are willing to serve for a long time depends on two factors: the ability of employees and the attitude of employees. Staff training should pay equal attention to improving staff's ability and attitude, and should not only focus on skills but ignore attitude. In order to achieve this goal, we need to implement human resource management based on corporate culture, devote ourselves to the long-term development of employees, and jointly seek the growth of enterprises and employees. When cultivating and developing talents, on the one hand, we should pay attention to improving their working ability, on the other hand, we should train them in corporate culture, including the education of rules and regulations, rewards and punishments, the history of enterprise development, etc. These are very important for employees. It will make a fierce collision between different values and ways of thinking, accelerate the recognition of new employees to the existing cultural values of the enterprise, overcome the indifference or even indifference of old employees, consolidate and strengthen the enjoyment of corporate values, inherit corporate culture and enhance corporate cohesion. Based on the cultivation of corporate culture, the trained talents have corporate personality and high loyalty, and will not be easily poached. Just like Carrefour dares to say: my employees can't dig it out.

In addition, the training mode also needs innovation, adopting some flexible ways to create good formal and informal communication conditions for employees, making training a platform for employees to communicate well and a bridge for enterprises to understand employees' wishes and ideas. Through various forms of training activities, the enterprise values are inadvertently passed on to employees in these activities, which will subtly affect employees' behavior, let them feel the warmth of the team, understand the vision and predicament of the enterprise, and let employees voluntarily share the pressure of the enterprise and do their best to do their jobs.

3, the incentive effect of corporate culture

Talent is the key to the success of enterprises. The competition for talents in the market is fierce, especially for high-quality talents with core competitiveness. How to attract and retain the core talents of enterprises, cultivate their loyalty to enterprises, encourage them to make unremitting efforts and grow together with enterprises has become a concern of most enterprises. Enterprises must formulate a reasonable performance management system and combine it with salary management, personnel selection and promotion to improve employee satisfaction and motivate employees to work actively for the enterprise for a long time. Corporate culture plays an important role in employee motivation, and the incentive system also plays a certain role in strengthening the formation of corporate culture.

The incentive function of corporate culture is embodied in four levels of corporate culture. The first is the incentive function of corporate culture at the behavioral and institutional levels. Both of them regulate employees' behaviors through corporate culture, telling employees what behaviors are recognized by the company and what behaviors are not accepted. Secondly, the incentive function of corporate culture at the material level. A good corporate image enables employees to have a high social status and a good social reputation, which can make employees feel a sense of accomplishment and pride and enhance their loyalty to the enterprise. At the same time, it also embodies and strengthens the incentive function of enterprise values, enterprise spirit and enterprise ethics, and improves employee performance. In addition, a good material layer can also make employees feel safe and comfortable at work, and stimulate the centripetal force of employees. Finally, the incentive function of corporate culture at the spiritual level. Excellent corporate culture has excellent entrepreneurial spirit, which is gradually accumulated in the long-term development of enterprises and is the soul of enterprise development. Enterprise spirit can make employees firm their goals, strengthen their sense of mission, responsibility and willpower, and let employees and enterprises advance and retreat together. There is an old saying in China that "a scholar dies for his bosom friend", which shows that the inspiring power of the spirit is endless.

There are such cases in reality. A multinational company, entering the China market for the first time, needs to find a manager with industry experience in China. The headhunting consultant who accepted the entrustment thought it was not difficult and quickly took aim at the candidate. Although the candidate has made unusual achievements in the industry, there is a certain gap between his current enterprise and the entrusted customers in terms of scale, development prospects and popularity. Moreover, customers can offer several times the current annual salary and options promises of candidates, but to the surprise of headhunting companies, they still can't find candidates after a lot of communication and efforts. This attracted the attention of headhunters and conducted an in-depth investigation of enterprises. It is found that the enterprise is very cohesive and the scale of the company is not very large, but it has done a very good job in corporate culture construction and employee motivation. The company has made a very personalized "talent retention plan" for every middle and senior management and technical personnel of the company, and it is very exciting to design it according to everyone's different situation. In the end, the headhunting company gave up the candidate because they were no longer "interested" in recruiting people in this enterprise.

In short, the incentive mechanism and corporate culture are inseparable. Perfect incentive mechanism can better consolidate corporate culture, which lays the foundation for incentive mechanism and plays a positive role in promoting human resource management.

4. Corporate culture reduces the negative impact of performance appraisal.

The influence of corporate culture on employee performance is mainly reflected in organizational environment and spiritual motivation. Good corporate culture (such as harmonious working atmosphere and good working mentality) can provide a good organizational environment for employees, which is the premise and condition for improving employees' performance. A good corporate culture itself is a powerful internal incentive, which has an incentive effect on employees that cannot be achieved by other incentive means, thus improving work performance.

In addition, the performance of employees needs to be measured by the performance appraisal system. At present, most enterprises take performance as the indicator of evaluators, such as the target performance appraisal method. This performance-based assessment will encourage employees to do whatever it takes to achieve performance goals, which is not conducive to healthy competition among employees and the long-term development of enterprises. Therefore, when evaluating employees, enterprises should adhere to multi-dimensional evaluation, not only pay attention to performance indicators, but also combine moral evaluation with the requirements of corporate culture, so as to urge employees to achieve performance goals in the right way and maximize the long-term interests of enterprises. Good corporate culture effectively promotes the improvement of corporate performance, and the corporate performance appraisal system itself reacts to the formation of corporate culture.