Six suggestions for enterprises to inherit culture

According to legend, during the National Day celebrations, warlords became independent, such as the Spring and Autumn Period and the Warring States Period in China's history. In the fierce troubled times, there is a most powerful force headed by Tokugawa Ieyasu. In the Tokugawa shogunate, there was a counselor named Kobayashi, who made great contributions to the Tokugawa family. It can even be said that the Tokugawa family can have such a powerful force now and Kobayashi's contribution is inseparable. This made the warlords in Kobayashi's hometown very dissatisfied, so they arrested all Kobayashi's family and tried to force Kobayashi to leave the Tokugawa shogunate. Loyalty and filial piety can't be satisfactory, so Kobayashi decided to leave. Before he left, he spent five days and five nights writing more than 100 volumes on how to govern the country and use troops. Later, Tokugawa Ieyasu governed the country in this way and was invincible in the world.

Since then, Japan has formed a heritage culture. Today's Japanese companies, the seniors bring the younger generation, and the old people bring the new ones. Even if you are hastily transferred from your job because of an urgent matter, you can't spread the news, and you will leave a work log for new students to learn. From what the Japanese often say? Senior? 、? Please give me more advice? We can see that the Japanese concept of inheritance has formed a culture. This kind of inheritance culture in Japan has made their economy develop rapidly, because future generations don't have to waste time and energy to follow the old path taken by their predecessors, just inherit and carry forward, which greatly improves the development speed. The reason why Japan can leap to the second place in the world economy in such a short time after World War II is closely related to its inheritance culture that does not follow the repeated path.

Some economically developed countries in the west also highly admire this inheritance concept and have introduced this inheritance culture into their own companies. However, in China enterprises, a good inheritance culture has not been formed, and even our concept of inheritance is very vague. There are several folk sayings in China that represent the thoughts of most people: A disciple of the church, a master of starvation? Would you rather give up a thousand dollars than a skill? By analogy, this concept has continued since ancient times, resulting in the loss of many excellent skills.

Because of this, many domestic enterprises have formed a strange phenomenon, and enterprises can not maintain normal operation without people. After leaving, enterprises can't continue to operate or go backwards, especially in some high-tech industries. In general enterprises, there are also many cases where management is chaotic and work handover is broken because of a person's departure. The newcomers who take over the work almost have to start from scratch, which affects the development speed of the enterprise and pays a lot of unnecessary management costs.

Mr. Niu Gensheng, the boss of Mengniu Group, often mentioned: When people leave, what is left is experience? As a result, Mengniu also has a rocket-like development speed today. In addition to good management and strong personality charm, it also attaches importance to the inheritance of skills and experience, which is one of the key factors for its success. Mengniu transferred the inheritance of this experience from the system to the culture, making it deeply rooted in people's hearts and bringing huge benefits to the organization. The reasons for the rapid development of family-owned enterprises are not only unity and strong centripetal force, but also the easy inheritance of experience and skills, so such enterprises develop rapidly. An enterprise without inheritance is like an athlete hovering at the starting line? Or advance and retreat, or stumble. How to introduce the benign mentoring model in family-owned enterprises into our general enterprises? The author has the following suggestions:

1. Establish the work log of key positions.

Don't forget the past, the teacher of the future? Any job, even the simplest sweeping, has its experience and skills, especially some highly technical and complicated jobs. You don't have to adapt and explore a job one by one, and the efficiency can be greatly improved. For some jobs with the risk of failure, the footprints of predecessors are of great help to their own work. If you record the experience and lessons in your work in the form of work notes or electronic documents, it will not only be good for your future work, but also be of great help to the next person who takes over the work, and it will also be a fortune accumulated by the enterprise. However, this method must not stay in form. We should start with institutional constraints, and then supervise, use and manage them. Otherwise, even if there are as many work logs as there are mountains, it is meaningless to pile them up in the archives to become a paradise for spiders to settle down.

2. Perfect handover system

When old employees leave their jobs, they can explain some important things and unfinished work to new employees and other colleagues, which can make new employees enter the working state more quickly and their work is basically unaffected. Unfortunately, there are not many such cases in China enterprises. It is often seen that some employees do not do or perfunctory handover work when they leave the enterprise, and even some dissatisfied employees will delete and destroy important information and data, which is undoubtedly a huge loss for the company. Therefore, there should be a strict and scientific work handover system, such as handing over complex work with 1 Three days (depending on industry characteristics) is paid handover. If more than this reasonable time is enough to complete the handover, it will enter the unpaid handover until the handover is completed. Unpaid wages, deposits and bonuses can all be used as containment means. But this is a passive means after all. It is the best policy to gradually enter the cultural level based on the system and establish a benign handover habit in the company.

3. Establish a personnel training mechanism.

Don't wait until you need someone now, so even very good employees will definitely not be qualified for the job immediately. Because even the best employees have a process of adapting to their work and environment, don't underestimate the stagnation and retrogression caused by unsatisfactory running-in and adaptation. An enterprise is like a high-speed and precise machine with many gears. Any gear failure will affect the operation of the whole machine. The loss of work efficiency caused by quantifying it is not a small number, but it is ignored because we have no specific calculation. An employee who rushes to the post and an employee who gets the experience and guidance of his predecessors through adaptation and running-in have completely different work effects. Jack Welch, CEO of General Electric in the United States, said that GE is reserving talents for the development after a hundred years, which is also the reason for its long-term, high-speed and stable development.

Step 4 take the first step

The so-called first step is to give new employees and old employees a good start and leave a good first impression, which plays an important role in smooth communication and close cooperation in the future. When new people join the company, you can welcome them to attend meetings or exchange parties. In such a harmonious atmosphere, new employees will quickly eliminate strangeness. In this non-work, informal occasion, it is naturally easy to establish friendship, leave a good impression on each other, and it is also very helpful for the handover and study of work. However, it is easy for new and old employees to know each other directly at work. Because of work reasons or atmosphere reasons, it is difficult for both sides to communicate effectively, establish a positive emotional foundation, and may even generate hostility invisibly, which will cause great obstacles to the newcomers' work.

5. Link the experience and achievements summarized by employees with bonuses.

Many people are reluctant to share their hard-won work experience and skills. If these experiences and skills that can improve efficiency can be mastered by everyone, it will be of great help to improve work efficiency. As an enterprise, we should set up employee contribution awards or directly link them with monthly and annual bonuses, so that welfare can drive employees to learn, sum up experience and be willing to share with you. Compared with the benefits that these experiences and skills can bring to the enterprise, the bonus paid is negligible. At present, some manufacturers use material rewards to improve production speed and quality, which have good benefits.

6, the establishment of honorary awards

The demand of human beings for emotional level is absolutely not inferior to that for material. Therefore, the establishment of spiritual honor awards by enterprises can also achieve the role of mobilizing everyone's enthusiasm for participation. Reward employees who are willing to pass on their experience to others, and combine them with in-kind rewards. For example, publish employees' experiences in internal journals, learn to read books, hold a grand award ceremony, organize employees to study their work experiences, or name some employees' inventions after their names. Gradually form a good atmosphere of experience accumulation and inheritance in the company.

There is no civilization without inheritance, and there is no history without inheritance. For enterprises, without inheritance, they will never grow up and do well. From now on, pay attention to the important value of inheritance, let the seeds of inheritance take root in the enterprise, and let the culture of inheritance pass on in the enterprise.

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