Corporate culture in human resource management

Corporate culture is an important part of modern enterprise management system and a long-term mechanism to promote enterprise development. To achieve long-term success, enterprises must cultivate a good corporate culture. Let's take a look at the corporate culture in human resource management with me.

As a main function of management, human resource management is closely related to cultural factors. Policies under different cultural assumptions have different or even opposite operations, especially under different cultural management backgrounds, cultural assumptions are even different, which makes the management effect and style of human resources different.

Corporate Culture in Management: Talent Recruitment (Selection)

What kind of talent is suitable is the most headache for the manager of human resources department, because it is not only the choice of comprehensive quality of talents, but also the choice of whether talents are suitable for the corporate culture of the company. Talent recruitment with different values has different emphasis. For example, regarding the personality requirements of talents, does the company attach importance to the academic performance or comprehensive performance of talents? Different cultural differences show different results. Some companies think that students' main task is to study, so their grades come first. Another company may not think so, they will put the comprehensive skills of talents in the first place, such as whether they have participated in the student union or not, and whether they have other performance talents. Learning is only one of the reference indicators.

Some companies require talents to be all-rounders, not only to be proficient in professional knowledge, but also to understand other knowledge; On the contrary, some companies value the professional skills of talents and do not require them to perform well in different fields, because the company's cultural assumption is that people's ability is limited, and they can do their best only by focusing on one aspect. In terms of experience requirements of talents, some companies attach great importance to the work experience of talents, because they think that experienced people can bring profits to the company quickly; Others like to recruit fresh graduates. They believe that experience can be accumulated, and loyalty to the company is the factor that can bring profits to the company in the long run. Therefore, they don't like public recruitment in the society, but go to school to choose talents that meet their own values.

Corporate culture in management: assimilation (socialization) of corporate culture

Socialization refers to the process that new employees are familiar with corporate culture and accept corporate values and codes of conduct after starting a business. The cultural differences reflected in this process are more direct. For example, some companies instill values into new employees in a gradual infiltration way, so that new members can achieve their goals in work seminars and meetings between new and old employees; Some companies tell new employees what the company's values are through some typical company ceremonies and some rules and regulations. For example, some insurance companies usually use ceremonies and meetings to promote their values.

In the way of corporate culture communication, some companies attach importance to superficial cultural communication and do a good job in form. They believe that the first-class corporate image is the direct embodiment of culture; Some companies hope to convey their values through communication, and they spend more time on internal communication and team building. In the process of socialization, due to different cultures, the way of information exchange and the advocacy of collectivism or individualism are also different.

Corporate culture in management: performance evaluation

It should be said that target management and performance appraisal are nothing new in the human resource management system, but many human resource managers are confused about it. Under different cultural assumptions, it is not easy to determine goals and evaluate priorities. For those who want to build one? Flexible? For the boss of the mechanism, management by objectives does not need to be too clear. As long as the overall goal is set and the goal is achieved through constant adjustment and communication, the details in target management can better reflect the connotation of a company's cultural values.

For the evaluation of performance, in companies that advocate loyalty-oriented cultural values, the proportion of performance is usually not the largest, and the soft indicators that can show employees' loyalty to the company are the main evaluation indicators. Because the assumption here is that loyalty is the most important factor for the company to create profits, and the length of service of old employees is the main weight for its performance, which is normal for new employees, because loyalty is the first in the company's value system. On the contrary, in the performance-oriented corporate management system, performance is the only criterion for employee performance. The role of the market is emphasized here. There is no fairness without performance, and loyalty is only performance supported by performance.

Corporate Culture in Management: Training

Training is an important task in human resource management function. How to train, how to train, the purpose of training varies from culture to culture. Why do you need training? Different companies have different emphases. For example, some companies want to train employees to be experts in a certain function, and will continue to give them professional opportunities, generally not encouraging job rotation; If you want to train an all-round talent, then the new employee will be arranged to work in different positions for a period of time before determining his position, so that the trained talent can be competent for many different positions.

Who decides the content of the training? Are you online? Employees should be responsible for their own development? Under the cultural assumption, the training content is decided by the employee himself, because he knows what his development should be like; On the contrary, what is the cultural hypothesis? The company should be responsible for the development of employees? The training content is determined by the company's human resources, and the opinions of employees are for reference only.

How and from whom? Cultural differences in companies encourage different learning styles. If improving learning ability is regarded as an important factor in team building, the company will encourage the establishment of a learning atmosphere internally and regard the enjoyment of knowledge as the crystallization of the team. In an individualistic culture, learning is a privilege enjoyed by top managers, and companies spend most of their training expenses on top managers.