On how to make employees agree with corporate culture

In fact, what really makes core employees loyal to you is not money or promotion, but recognition. The reason is simple: people's desire for money and promotion is infinite-can you give him your business? Moreover, the culture of any enterprise is unique and cannot be imitated. He agrees with your corporate culture, so it is difficult to really accept another corporate culture. The essence of identity is the integration of values, and values determine "sex". Only the loyalty based on the recognition of values is lasting and hard to change, and it is a spiritual follow-up from the heart.

You don't have to give up, and you don't have to worry that he will "miss" your country, as long as your corporate culture can continue to gain his approval. To win the recognition of core employees, we can consider starting from the following three aspects.

First, "hometown" is the first meaning of choice.

The first is to select "like-minded" people through "recruitment". "No common cause, no common cause, no common cause", through recruitment, potential "susceptible people" and "fellow travelers" can be screened out from the source, laying the first foundation for corporate culture to gain recognition. Only when the values of enterprises and employees are "similar" and "congenial" can there be a basis for mutual integration and it is easier to agree with each other. In essence, values are gradually formed in the growth process of each subject and relatively solidified in their respective personalities. As the saying goes, "A leopard cannot change his spots." A good recruitment process, on the one hand, can accurately select potential cultural identities, on the other hand, it can also instill and radiate initial values into these potential cultural identities.

The second is to cultivate a sense of identity through training. The training of core employees in enterprises is mainly not technical skills, but values. The purpose is to cultivate their sense of identity with corporate culture on the basis of instilling corporate values in employees systematically. There are many ways of training, such as entrepreneurs' speeches-one of the key points of Jack Welch's work during his tenure was to tour GE headquarters and branches all over the world to give speeches on values. This has achieved remarkable results, not only making GE one of the most respected enterprises in the world, but also winning the honor of "the first manager in the world" for itself. Besides, we can also engage in a series of related activities such as special education and outward bound training, but storytelling is one of the most effective ways. Through the storytelling and storytelling of corporate values and effective publicity, it has played an excellent role in cultivating employees' sense of identity.

Third, the words and deeds of old employees and the exposure of employees in the process of work are helpful to cultivate employees' recognition of corporate values. The stronger the corporate culture atmosphere, the more obvious the effect.

Second, "painting cakes" and "system construction" and "locking" employees.

The first is visual guidance and atmosphere rendering. Vision is the visualization and concretization of values and the long-term direction of subject behavior. If the organizational vision can be integrated into the employee vision in the process of interacting with employees and provide employees with a clear goal-oriented system (including: material interests, emotional closeness, desire for achievement, etc.). ) will greatly enhance employees' sense of identity with the enterprise. The clearer this positioning is, the closer it is to the needs and pursuits of employees, the stronger its attraction to employees and the stronger its sense of identity. Because the common goal and pursuit is the only reason for the cooperation between employees and enterprises, and it is also the only link to maintain employees and enterprises. As time goes on, corporate vision will become more and more important. Nothing is more attractive than a clear vision, especially when an enterprise is practicing its vision to achieve its goals. If employees believe that what they do is worthwhile, and if they believe that they can accomplish what they deserve to spend time and energy through their own work in the enterprise-their own efforts can't, then they will identify with the enterprise, follow its goals and take positive actions.

A good working atmosphere is the basis of forming the common values of enterprises. If there is no good working atmosphere, employees can't communicate fully and it is difficult to build trust, which makes communication and learning between them appear obstacles and is not conducive to the formation of common values. Practice has proved that a good working atmosphere is a powerful "adhesive", which can make employees work in a pleasant environment that is not necessarily easy, and make team members trust and cooperate with each other. The stronger this atmosphere is and the longer it lasts, the stronger its "bonding" effect on employees and the longer it lasts. The result of employees' subtle influence in this atmosphere must be a lasting recognition of corporate values.

The second is institutional promotion and organizational guarantee. Is to design a system and organizational form that is conducive to cultivating employees' sense of identity. Due to the different characteristics of enterprises in different growth stages, the corresponding system and organizational design should also be targeted.

The initial stage is the implantation stage of corporate culture "gene". In order to ensure the successful implantation of entrepreneurial values as the "genetic mother board" of corporate culture, enterprises can implement a highly centralized "rule by man" system: fewer organizational levels, highly centralized rights, and supervision, management and control are mainly exercised by entrepreneurs themselves. The communication and coordination within the organization is simple and direct, focusing on vertical communication and downward communication, which can promote the "compulsory identity" of values.

In the growth stage, corporate culture has initially formed a system. On the one hand, the recognition of values is still mandatory, on the other hand, through the temptation of interests or the guidance of vision, "voluntary recognition" has begun to be realized. At this stage, enterprises still need to implement centralized system, but the color of "people-oriented" should begin to fade and be gradually replaced by various rules and regulations and corresponding functional organizations. On the basis of vertical communication and downward communication, internal communication began to gradually increase horizontal communication and upward communication or two-way communication. Organizational atmosphere began to appear, and the radiation function of corporate culture began to play.

In the development stage, corporate culture is gradually systematized and systematized, and its radiation power is gradually enhanced. The scope and degree of corporate values have gradually expanded and improved, and it is recognized that "voluntary" is more than "mandatory". Therefore, enterprises at this stage, on the one hand, should tend to adopt flat and flexible organizational model and decentralized management model to eliminate organizational barriers; On the other hand, pay attention to guidance, coordination and scope creation, and improve the flexible radiation effect of corporate culture.

Third, "glamorous" convinces employees.

American strategist Kreiger once said: there is no bad organization, only bad leadership; A good leader is the shaper of a good organization. Entrepreneurs are the soul of enterprises and the link between enterprises and employees, and their values are the core of enterprise values. Therefore, it is not so much employees' recognition of corporate values as employees' recognition of entrepreneurial values. However, it is absolutely impossible for employees to identify with the values of entrepreneurs only by relying on the "hard element" of "authority".

A fable tells us that a mouse climbed to the head of the Buddha statue and saw many people bowing to it. He is very proud and thinks he is a god. A wild cat rushed up and ate it. The mouse said: You can't eat me. The wild cat asked why, and the mouse said, I am a god. Can't you see that everyone below is bowing to me? ! The wild cat sneered: people bow to you, not because of you, but because of your status! Power and status don't really convince you. To really make employees agree with you willingly, you must rely on your own "soft elements": ability, personality, care for employees and so on. So: First of all, we must rely on our excellent ability to manufacture.