How to Strengthen the Role of Corporate Culture in Human Resource Management

The core of corporate culture is the common values of all employees, which will play a guiding role in people's thinking and behavior. Issue a silent order to ask all employees of the enterprise to act according to the same values and corporate culture requirements with them as the core. For example, the business philosophy of Beijing Tongrentang Pharmaceutical Co., Ltd. is "Although the procedures are complicated, we will not dare to save labor, although the quality is expensive, we will not dare to reduce material resources", and the concept of "the customer is always right" of Wal-Mart Group guides and influences the thoughts and behaviors of employees. Through corporate culture, instill its basic beliefs and basic values into his employees, form a consistent corporate culture, and promote the majority of employees to work hard for their beliefs. Corporate culture has a guiding function for human resource management system, which is mainly manifested in:

First, in the recruitment of human resources, we should combine the values of enterprises with the standards of employing people. In the recruitment process, the recruiter is strictly trained, and the overall image of the recruiter has been described before the recruitment begins, that is, recruiting in advance;

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Second, in the training of human resources, the requirements of corporate culture run through the training of enterprises. Nowadays, some enterprises have changed the previous model of copying mechanically and adopted more flexible experiential training such as outward bound training and team building, so that employees can establish and accept corporate culture concepts during the training process;

The third is to integrate the requirements of corporate culture into the evaluation of employees. In the assessment system, the content of enterprise values should be injected as a part of multiple assessments. 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;

Fourthly, regarding the salary system of employees, enterprises should truly establish a salary system that conforms to their core values and enterprise principles. For example, an enterprise's core values emphasize performance orientation, so the salary gap of employees with different performances should be widened in the design of salary system, and employees with good performance and great contribution to the enterprise should be clearly rewarded and appreciated, especially through salary adjustment.

Second, the role of talent attraction and retention

Corporate culture can aggregate people at all levels of the enterprise, thus generating great centripetal force and cohesion, so that employees have a sense of belonging to the enterprise. For example, Tongrentang Pharmaceutical has always maintained a very prominent feature, stressing etiquette and attaching importance to human harmony, which clearly shows the colors of "human harmony" and "goodwill" in the whole corporate culture atmosphere. Become an important factor in attracting and retaining talents.

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Corporate culture provides a balance between various incentives and contributions, that is, the balance between "incentive-oriented and achievement-driven", which makes talents have a sense of identity, thus attracting and retaining talents. For example, enterprises can ensure the realization of material interests of talents through distribution culture; Meet the safety needs of talents through safety culture such as recruitment, employment, internal unemployment, dismissal and pension; Create a sense of group identity and belonging through the main culture and numerous subcultures; Through the pursuit of self-worth and the coordination of business objectives, we can meet the needs of employees for self-realization. This is the unique charm of corporate culture, through which the talents needed for enterprise development are firmly attracted and kept around. In recent years, well-known enterprises such as Haier and Wahaha have been favored and yearned for by more and more job seekers, which is inseparable from their unique corporate culture attraction.

Third, the incentive effect

Excellent corporate culture can often make employees understand the social significance of their own enterprise and the significance of being a member of the enterprise, thus generating a sense of mission and responsibility. The human resource incentive function of corporate culture is embodied in:

The first is trust and encouragement. For example, HP's trust in employees is the clearest. The spare parts warehouse in the laboratory is the place where electrical appliances and mechanical parts are stored. Engineers can not only take them away at will at work, but also encourage them to take them home for their own use! Hewlett-Packard Company believes that engineers can learn something whether they play these things at work or at home.

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The second is care and encouragement. For example: HP founder Bill? Hugh Park Jung Su said: "HP's policies and measures are based on the belief that HP employees want to do a good job and be creative. As long as they are provided with the right environment, they can do better. " This is the way of HP.

The third is to vent incentives. In some Japanese enterprises, at the suggestion of psychologists, some enterprises have set up "special staff rooms" for idols such as managers and workshop directors, made of plastic or sandbags. Workers can punch and kick specific idols at will and vent their dissatisfaction without interference. After the establishment of the "special staff room", the negative emotions of employees were vented and violent incidents were significantly reduced.

Fourth, the role of restraint.

Corporate culture construction must make employees act consciously without external constraints, and corporate culture is initially established. The human resource constraint function of corporate culture is as follows:

First, it can make the psychological constraints on employees consistent with the constraints on work, and create a team of employees with unified values, pioneering spirit, and obeying rules and regulations in all actions, which not only plays the main role of employees; And make every employee know his work tasks, goals and responsibilities, control and manage various elements according to these requirements, and complete the work dutifully;

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Second, self-restraint and compulsory restraint can be combined. Once the values of enterprise groups become employees' conscious thoughts and behaviors, employees will consciously treat others and engage in business activities according to the values recognized by the group without external coercion;

Third, we can combine the constraints before, during and after the event, and the constraints of the three are closely related. The group concept and moral code of conduct formed in corporate culture for a long time have a subtle influence on employees and can make bad behaviors self-disciplined. Even if it happens, it is easier to correct it.

V. The role of personnel training

The talent cultivation function of enterprise culture is realized through the behavior constraint function and value orientation function of culture itself. The talent training function of corporate culture's behavior constraint function is mainly reflected in the role of institutional culture and corporate ethics. On the one hand, the binding effect of enterprise rules and regulations is very obvious, and it is hard, and everyone is equal before the system; On the other hand, enterprise ethics includes social morality and professional ethics, which employees must abide by. It is an invisible and rational toughness constraint. Only in this way can we cultivate high-quality employees and meet the needs of enterprise development. For example, Haier Group has such a thing: a customer lives in the guest house of Haier Group. The young waiter found the customer limping and asked him what help he needed. The customer explained that he had athlete's foot and didn't bring athlete's foot medicine, so that's it. After that, the customer went to Laoshan with the group to play. When he returned to the guest house in the afternoon, he found a basin of hot water in front of the bed, a towel on the edge of the basin and a bottle of beriberi water on the table beside the bed. The customer is very touched. This incident shows that no matter how strict the rules and regulations of Haier Group are, it will not stipulate what to do if customers are found to be a little lame. One of the young waiters