How to better integrate into corporate culture

Whether an enterprise can develop now depends on whether it can retain people and how to use new employees. I will share with you how to better integrate into the corporate culture. Welcome to read, for reference only!

How do new employees integrate into corporate culture

Abstract: With the flow and normal development of enterprise personnel, a large number of new employees enter the enterprise every year. How to make new employees smoothly integrate into the corporate culture, so as to develop together with the enterprise is of great significance to the enterprise. First of all, it is a long-term process for new employees to integrate into corporate culture, and it is a process of moistening things quietly; Secondly, the cultural integration of new employees is a relay race, which requires the continuous and concerted efforts of human resources departments, department managers of new employees and the whole enterprise. Thirdly, the integration of new employees' corporate culture also needs the guarantee of processes and systems.

Keywords: new employees; Corporate culture; cultural integration

China library classification number: F272.92 document identification number: A document number:1001-828x (2013) 01-00-02.

According to the report of China industry salary trend index and human resources development trend, the average turnover rate of employees in enterprises nationwide in 20 12 years is 18.9%. This means that at least 18.9% of new employees need to enter the enterprise to fill vacant positions every year. For retail or high-tech industries, or private enterprises, or big cities, the cost of personnel mobility is lower and the turnover rate will be higher. In addition, for developing enterprises, the number of employees will maintain a certain growth. According to different growth rates, more new employees will enter the enterprise every year. A developing IT enterprise, with a scale of about 1000 employees, adds about 300 employees every year.

These new employees are either recruited through campus and have no actual work experience, or they come from various social recruitment channels and have certain work experience. Although it is not excluded that some new employees will study the background information of the enterprise in order to enter a well-known company, in most cases, they do not understand the situation of the enterprise, including its development history, current situation, system, products and technology, culture and habits. Some of these contents can be quickly understood by new employees through the induction training organized by enterprises, independent access to relevant documents and materials, and learning at work. However, it is difficult for new employees to fully discover, understand and accept the culture, working atmosphere, habitual behavior and common language of people in the enterprise in a short time.

New employees don't understand or can't integrate into the corporate culture, the original excellent tradition and culture of the enterprise are diluted, the core competitiveness of the corporate culture can't be continued, and the possibility of new employees leaving their jobs due to the inadaptability of the corporate culture is also increased. This is what enterprises do not want to see anyway.

Therefore, more and more enterprises are beginning to realize the importance of cultural integration for new employees. Some large enterprises directly name the induction training for new employees as new employees? Cultural guidance? Training, in more than ten days of training time, hardly involves any technical knowledge. Except for 8 hours of rest every day, the most basic common sense and behavior habits in the enterprise are repeatedly taught and trained at other times, which are constantly discussed and emphasized, and are all important ideological education documents preserved in the process of enterprise development. In a word, it is the cultivation of corporate culture. Cultural authorities will find that new employees who can't understand or adapt to corporate culture in the early days often don't produce good performance and often leave in a short time.

Before discussing the specific ways of new employees' cultural integration, we must also clearly see that corporate culture is not the only way to retain employees, and the lack of corporate culture integration is not the only reason for employees to leave. Analyze the needs of new employees. As social people, they need to exchange their own use value through enterprise platforms and get appropriate returns to meet the needs of survival and security. It is necessary to establish a harmonious cooperative relationship with other colleagues in the enterprise, gain acceptance and recognition, and meet the needs of emotion and belonging. Because in the fast-paced social environment, especially in the enterprise environment with long working hours and high work intensity, corporate colleagues are one of the most important interpersonal circles for most employees. As professionals, new employees need to know their working knowledge, practice their professional skills and get professional promotion, especially those who enter the enterprise through campus recruitment channels. New employees also need to create value in the enterprise, get promotion and meet the needs of self-realization. Corporate culture can not help new employees solve all these demands, but also depends on the system to solve them. Corporate culture is one of the influencing factors and a catalyst.

Corporate culture is a unique cultural image of an organization, which consists of its values, beliefs, rituals, symbols and ways of doing things. It is the sum total of mission, vision, purpose, spirit, values and business philosophy with organizational characteristics, which is gradually formed in the production and operation practice of enterprises, recognized and observed by all employees, and reflected in the production and operation practice, management system, employee behavior mode and corporate external image. Corporate culture contains very rich contents, and its core is the spirit and values of the enterprise. The values here do not refer to various cultural phenomena in enterprise management, but to the values held by enterprises or employees in enterprises in commodity production and management.

Mercy once put forward the lotus model of corporate culture. Flowers and leaves on the water are explicit forms of culture, organizational structures, and various systems and procedures. In the middle is the lotus branch, which is the intuition, mission, goal, code of conduct and so on advocated by the organization; The root of bottom lotus is to organize all kinds of subconscious beliefs, concepts and perceptions as a matter of course.

It is difficult for an enterprise's culture to convey its deep thinking in a short time in a simple way. It is difficult for people who don't know the specific situation to deeply understand the quantitative, explicit and abstract expressions in corporate culture.

Then, what should the competent department of corporate culture do to make new employees correctly understand and gradually integrate into corporate culture? Can be considered from the following three aspects.

First, raise awareness: it is a long-term process for new employees to integrate into corporate culture, and it is a quiet process.

For new employees, it takes a process to truly understand and accept the culture of an enterprise. This process can temporarily set three milestones: one day, one month and one year.

First of all, the first day of new employees entering the enterprise is very important. The basic impression of the enterprise will be formed on this day, and the impression on the first day will be formed? First round effect? If the first impression is positive, he will easily accept the ideas that the enterprise will convey next and actively overcome the inadaptability of entering a strange environment; If the first impression is not good, enterprises need to spend more time and energy to make up for it and change it later. Generally speaking, the newcomer will notice the internal image of the enterprise on the first day, get in touch with some internal business processes, get to know the basic situation of the enterprise, and get to know some colleagues, which may include colleagues who assisted in the entry procedures, colleagues who introduced him to the situation, and his immediate boss, who made a special trip to meet the senior management of the newcomer. Their friendly attitude, active, dedicated and responsible spirit in action, and other habits in line with corporate culture will give new employees an open mind and enhance their confidence in the enterprise. Because new employees will associate their good feelings for these colleagues with their feelings for the whole enterprise. For the new employees recruited on campus, the effect of designing the first impression is particularly obvious. From a small detail, the new employee can even observe that almost every old employee is wearing a watch, so the conclusion he got after asking is that professionals pay attention to time and efficiency.

Next, the new employee will formally work with the department colleagues. In the first month, because I am unfamiliar with the specific work and environment, I need to meet the challenges at work. He also needs to integrate into his own department, and gradually feel the culture of his team and the real corporate culture while working with team members. At this stage, new employees are in the probation period, and enterprises will generally focus on and inspect the ability growth of new employees. At the same time, they can also help him quickly integrate into the team through informal forms such as greeting cards, promotion and display, parties, communication with the manager and team activities. In addition, it is necessary to promote him to actively participate in team activities at the enterprise level, so that he can find a sense of belonging from various channels such as enterprise party committees and trade unions and internal associations such as sports and photography associations, and accelerate his familiarity and integration with the whole enterprise.

After entering the enterprise for one year, new employees are no longer new employees in the general sense. At this time, we can hold salons, summarize documents and other forms to promote them to sum up their growth in stages, become role models for later generations, and help them grow with positive behavior. In this way, they can be called truly integrated into the corporate culture. The corporate culture construction of new employees has also formed a virtuous circle.

In a year's time, the cultural integration measures taken by enterprises for new employees are mostly informal, rather than formal forms such as publicity. At the same time, the inheritance of corporate culture in daily work is not through propaganda slogans, but through the words and deeds of internal employees, that is, it is a process of edification and embellishment.

Second, the system is progressive: the cultural integration of new employees is a relay race, which requires the continuous concerted efforts of human resources departments, department managers of new employees and the whole enterprise.

Who is responsible for integrating new employees into the corporate culture? When a new employee leaves because he can't understand and adapt to the corporate culture, who will be responsible? Generally speaking, it is the corporate culture department, human resources department or no department.

First of all, the human resources department or an independent corporate culture department must be responsible for the cultural integration of new employees. Promote corporate culture through various visual identification means, maintain a professional image and a positive guiding attitude when facing new employees, introduce corporate culture in an intuitive and acceptable form in the training of new employees, and act as the initiator and process supervision department of new employees' cultural integration to guide new employees' cultural integration into their work.

For new employees, the second best person to integrate into the culture is the department manager or direct supervisor of the new employee. This is the most important part. The department manager is the first responsible person, and the human resources professionals are the second responsible person. The most professional human resources workers can't replace the role of department manager of new employees. The survey shows that among the reasons for employees' resignation, being out of touch with the competent leader ranks in the top five. The department manager is responsible for most of the work of new employees' cultural integration, including various specific measures, advanced ideas embodied in daily work such as team management, team atmosphere construction and cultural construction, job counseling and interview. For new employees, the department manager is the most direct textbook of corporate culture, and the department manager must be integrated into the corporate culture in order to guide new employees with correct behavior.

As far as the whole enterprise is concerned, employees can take excellent corporate culture as the principle, set an example and practice themselves, and the corporate culture can be endless. American scholar John? Kurt and James. Heskett believes that corporate culture refers to the corporate values and business behaviors shared by all departments in the enterprise, at least the top managers of the enterprise. Lenovo has a famous saying: setting an example is not an important way to motivate employees, but the only way. This famous saying is a realistic portrayal of this sentence. At the same time, the guiding ideology and practice of enterprises have also shaped the corporate image of new employees. In addition, advocating the culture of entrepreneurs or old employees and forming corporate fashion is also a way to inherit corporate culture.

Third, institutional guarantee: the integration of corporate culture also needs process and institutional guarantee.

First of all, the system itself is an important embodiment of corporate culture. The three structural elements of enterprise culture include enterprise material culture, enterprise system culture and enterprise spirit culture. At the beginning of new employees entering the enterprise, the human resources department will explain the relevant systems such as administration, personnel, finance and corporate culture management. The logic behind these systems clearly reflects the corporate culture.

Furthermore, culture and system can complement each other and interact with each other. Employees do business assessment. The integration of new employee culture itself, like all other work in the enterprise, is not a random work, and it can be sustained and achieved good results by relying on spontaneous self-discipline. It needs the guidance and restraint of the institutional process. When the new employee culture is integrated into the relevant system processes, it is necessary to explain the definition and significance of the new employee culture integration, clarify who is responsible for implementation, supervision and management, clarify the implementation process, time nodes and completion standards of this work, and stipulate penalties for poor implementation. At the same time, in addition to this compulsory cultural work, the relevant person in charge can also add characteristics and random ways to complement and interact with the basic work.

The integration of new employees into the corporate culture can help them feel at home in the enterprise, so that the company's excellent traditions can be passed on and the corporate culture has a source of constant renewal. New employees gradually become old employees, which will play an increasingly important role for the latecomers, the benign development of enterprises and the construction of corporate culture.

References:

[1] compassion. Organizational culture and leadership (1 edition) [M]. Renmin University of China Press, 20 1 1.

How to make employees agree with corporate culture

Managers of many enterprises are increasingly aware of it? Invisible? For enterprises, our culture is more important than tangible machines and equipment. Invisible is better than tangible? Shaping excellent corporate culture is becoming the goal of many managers.

The fundamental reason why the cultural construction of many enterprises is a mere formality is that culture only exists in the minds of high-level people and in oral expression, which has not been understood and recognized by employees and has not been transformed into their daily work behavior.

Zhang Ruimin, president of Haier, said when talking about his role. 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 the top managers of enterprises, 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 strategies or making changes. What is the result? The operation was successful, but the patient died? .

Many people regard corporate culture as general manager culture and high-level culture, which is one-sided. Corporate culture is not just the opinion of top management. 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 of an airport local service company, we just ask the grass-roots employees to discuss the problems at work first, then propose how to improve and improve, including service processes, systems and methods, and finally what to do. 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.

Let employees feel that corporate culture is beneficial to them.

Excellent corporate culture? People? In the core position, the competition among enterprises has changed from the traditional competition of capital, technology, machinery and equipment to the competition of brand and culture, but it is invisible? Culture? The role of the company is to gather popularity, gather strength and form a joint force of enterprises. Therefore, excellent companies in the world attach great importance to the interests of employees. HP's culture attaches great importance to the concern and cultivation of people. They regard training as the investment with the highest input-output ratio, and do not hesitate to invest in training to comprehensively improve employees' skills. Therefore, they have established a perfect training system, and 90% of the courses are taught by their middle and senior cadres. Many companies that left HP talked about the cultivation of HP and expressed their admiration for HP.

In addition, the culture of many companies pays attention to employee performance, but when conducting performance appraisal, it is often found that employees are not understood and cooperated, and the result is often a mere formality or complaints. Why? That is, managers ignore the purpose of performance appraisal and the promotion of employee value. The purpose of performance appraisal should be to find problems in work, improve employees' skills and performance, and then improve the performance of departments and organizations. However, in the performance appraisal of many enterprises, only performance appraisal is emphasized, while daily communication, counseling and care are neglected, which makes employees feel unable to identify with the company's culture, which not only makes the appraisal impossible, but also makes this performance-oriented culture counterproductive in their daily work. The correct way is to position the evaluation in? Improve employee skills and performance? , not only to improve performance, but also to improve the skills of employees. The focus of assessment is to pay attention to communication and feedback, and to the application of assessment results, such as training, promotion, rewards and punishments, etc.

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. A business owner once asked the author: What do you think is the most important thing to shape corporate culture? The author told him: Is to shape yourself into a model of corporate culture first! ? The top managers of some enterprises always feel that corporate culture encourages and restricts 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, Tell him to wait another half hour. I have something to do. ? A small matter is enough to show that he attaches importance to talents. Senior leaders of enterprises are often the direct destroyers of various ideas and systems, and their negative words and deeds have a greater destructive effect on corporate culture.

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. In Cisco, there is a widely circulated story that an employee of Cisco headquarters saw their president, Mr. Chambers, run across the road. Later, the employee learned that when he saw that the parking space in front of the company was full, but there were still several important guests waiting for him, he parked his car across the street, so he almost trotted back to the company. Because in Cisco, the best parking spaces are reserved for employees, and managers and even global presidents have no privileges. For example, GE Company has a value card that everyone must carry with him. Even the president always takes out this card to promote employees and explain to customers. Imagine the top management of many domestic companies. Do you have the ideas and styles of the presidents of these world-class companies?

Creativity is story-oriented, and stories are creative-oriented, and publicity is carried out.

First of all, the concept of storytelling

The concepts of corporate culture are mostly abstract, and corporate leaders need to turn these concepts into vivid fables and stories and publicize them. Mengniu Group's corporate culture emphasizes competition, and they cross the African prairie? Lions and antelopes The story vividly shows that when you wake up in the morning, the lion's idea is to run past the slowest antelope, while the antelope is thinking about the fastest lion. Natural selection, survival of the fittest? The laws of nature also apply to the survival and development of enterprises.

Second, the story is conceptualized.

In the long-term construction of corporate culture, the selection and publicity of advanced figures should focus on ideas, pay attention to refining advanced figures and deeds from ideas, and publicize and report those figures and deeds that conform to corporate culture. In the corporate culture consulting project of a joint venture company, we help them to select the advanced according to the requirements of corporate culture, and make extensive publicity in the company and related media, so that all employees know why they are advanced and what they do is in line with the corporate culture of the company. This example sets a banner for other employees and makes the promotion of corporate culture concrete and vivid.

Third, the construction of communication channels.

In order to get the recognition of employees, the enterprise concept must be publicized and explained in all communication channels of the enterprise. Internal magazines, blackboard newspapers, bulletin boards, various conferences, seminars and local area networks should all be tools for promoting corporate culture, so that employees can deeply understand what corporate culture is and how to do it in line with it. According to psychological research, if a person is under the influence of an idea for a long time, he will gradually agree with this idea in his heart. Therefore, it is necessary to create a strong corporate culture atmosphere and publicize the corporate culture in various ways. Over time, employees' ideas will also change and their behaviors will gradually change.

If employees can't agree with the company's culture, the enterprise will form internal friction. Although everyone seems to be very powerful, due to different directions, the joint efforts of enterprises are very small and they are very fragile in the market competition. In the long run, without a strong corporate culture, enterprises will not be able to form their own core competitiveness and remain invincible in the increasingly competitive market.

The above is what I provide for you, how to better integrate into the corporate culture, I hope you can like it!

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