Human resource management and corporate culture

To a great extent, the formation of corporate culture should be combined with the human resource management of enterprises, so that the core content of abstract corporate culture-values, through the combination with specific management behaviors, can really get the recognition of employees, and convey their behaviors to the outside world, form a corporate culture widely recognized at home and abroad, and truly establish the external image of enterprises, thus playing the role of selling culture in modern marketing. Let's take a look at the case of Toyota's corporate culture and human resource management.

Corporate Culture of Toyota Motor Corporation

Toyota Motor Corporation of Japan was founded in the late 1930s. The company has 8 factories and 45,000 employees. Its products are mainly auto parts, including steel, colored products, chemical fiber products, plastic products, rubber, glass and various daily necessities. At present, Toyota Motor Corporation ranks third in the world automobile manufacturing industry, second only to American General Motors and Ford Motor Company. The operating income is more than 99 billion dollars, the profit is 2.78 billion dollars, and the total assets reach 65.438+0.2 billion dollars.

People in business management generally believe that Toyota's successful experience is to accumulate talents, make good use of capable people, attach importance to the cultivation of employees' quality and establish a good internal image of the company. As a part of the combination of corporate culture and human resource management, Toyota's corporate education has made great achievements. Higher education level and the establishment of enterprise talent training system are the basis for the rapid development of enterprises and even social economy. This has been confirmed in Toyota's corporate culture and human resource management. Toyota has planned to carry out major business education for new employees in order to cultivate them into people with independent work skills. This kind of entrepreneurship education can enable the educated to learn in stages, upgrade in turn, and receive higher education, thus cultivating high-level skill groups.

Toyota's education scope is not limited to vocational education, but also goes deep into personal life. The goal of education has practical significance in life and can be generally accepted by employees. Someone asked, "What is the focus and goal of Toyota's personnel management and cultural education?" President Toyota once replied: "The essence of personnel management and cultural education is to mobilize everyone's enthusiasm through education." Toyota's education is based on the concept of "mobilizing enthusiasm".

Informal education, called "various activities of interpersonal relationship" in Toyota, is a unique educational model of Toyota, that is, the education of people's ideology mentioned above. The core of informal education is to solve the relationship between people in the workshop and cultivate the interpersonal relationship of mutual trust. Just improving working conditions such as wages, welfare and medical care cannot be the main factor to actively mobilize employees' enthusiasm. Toyota has created a series of spiritual education activities in an informal and irregular way.

Informal activities are manifested in the following aspects:

(1) Group activities within the company. (2) Personal contact (PT) movement. "Group activities within the company" is to divide employees into smaller groups according to their characteristics. Small groups can make participants more casual and closer to each other, which is very helpful to cultivate the team consciousness of employees. A person can attend different group parties according to different roles. By attending these parties, we not only have social activities, but also have the opportunity to talk to each other. For this kind of gathering, the company has built gymnasiums, conference halls, meeting rooms and small rooms for free use. The company does not interfere with or restrict the activities of the Party. Workers set up such groups with personal membership fees, and the leaders are elected from each other and take a rotation system. So everyone has the opportunity to be a leader who "gives full play to his abilities". All these parties have the same condition, that is, they are places for members to communicate with each other, inspire themselves, make effective use of their spare time and communicate with members in different positions.

Personal contact and "predecessor" system. In order to familiarize new employees with the new environment, Toyota put forward the topic of "warmly welcoming new employees" and adopted the form of "personal contact" in this regard. This form of practice is to choose a senior and make sure he is the "full-time senior" of the new employee. This senior is responsible for guiding everything and has produced good results. The term of office of full-time senior staff is generally 6 months. At work, in life and in the workshop, full-time seniors give guidance and care, and coordinate interpersonal relationships and superior-subordinate relationships. The company institutionalized this "predecessor" method. In addition, there is a system of "contacting leaders in person", which is the "mediator" education for foremen, group leaders and squad leaders and the "negotiation" training.

In addition, the practice of "hometown communication" is also adopted. The team leader takes turns to send letters to the new employees' homes every day. In the first month of new employees entering the company, the organization will write letters, send group photos, send Toyota pictorial and send Toyota newspaper. How to make this team emotion continue constantly and tirelessly? This is a question that Toyota leaders have been thinking about. This problem is not a simple welfare and health care activity, but should be regarded as a long-term spiritual construction problem of enterprises, which are trying to think about how to carry out more diversified activities. After 70, employees under the age of 20 account for 50%. Their ideology, values and desires have changed greatly compared with those of workers in the 1950s and 1960s. It is not easy to create a satisfactory and attractive working environment for these people. However, the company continues to make active efforts to create a soil that can cultivate "the meaning and enthusiasm of survival".

The combination of enterprise culture and human resource management

China enterprises can learn a lot from Toyota's practice. In human resource management, we can't just regard employee recruitment to attract outstanding talents as successful human resource management. To achieve "recruiting, retaining and using well", in addition to the commonly used technical means of human resources, it is also necessary to combine human resources management activities with corporate culture and instill the core content of corporate culture into employees' thoughts and behaviors, which is the key to the formation of corporate culture. Specific human resource management and corporate culture can be combined from the following aspects:

First of all, combine the values of enterprises with the standards of employing people. This requires enterprises to conduct strict training for recruiters in the recruitment process, and experts should participate in the formulation of recruitment requirements. In the recruitment interview process, choose people who have high recognition of corporate culture.

Secondly, the requirements of corporate culture run through the whole process of corporate training. This kind of training includes both enterprise vocational training and non-vocational training. Especially for non-vocational training, we should change the previous model of copying mechanically and adopt some flexible ways, such as informal activities, informal groups, management games and management competitions. In these activities, corporate values are inadvertently conveyed to employees, and employees' behaviors are subtly influenced.

Thirdly, the requirements of corporate culture should be integrated into the evaluation of employees. When evaluating employees, most enterprises mainly focus on performance indicators. Even some enterprises have put forward moral assessment, but the content of moral assessment lacks specific explanation and specific quantitative description, so that the assessment and evaluation are carried out according to everyone's understanding, which has not played a role in deepening corporate values. In the assessment system, the content of enterprise values should be injected as a part of multiple assessment indicators. Among them, the interpretation of corporate values should be carried out through various behavioral norms, and the purpose of interpreting corporate values can be achieved by encouraging or opposing certain behaviors.

Finally, the formation of corporate culture should be combined with the communication mechanism of enterprises. Only by reaching a consensus can we truly form a sense of identity in the hearts of employees. This requires that human resource management is not only a technical job, but also a unique job of human resources departments. It also requires all managers to participate in it, forming the overall ability of human resource management in the company, thus forming the core ability and establishing a unique competitive advantage in the market competition.