Branch a little education - two genes outstanding corporate culture

In recent years, research on corporate culture on business performance has been affected by widespread concern management community. US Rand Corporation and McKinsey & Company by tracking the investigation of the fastest growing 30 companies, co-authored a report, they wrote, the world's top 500 to win the root cause of other companies is that these companies are good at them corporate culture energize. With the corporate culture, these leading companies to maintain a hundred years is not bad. Some scholars predict that corporate culture is likely to be a key factor in determining the success of enterprise in the next decade.
　　In my many years of management consulting practice, I have come across many of the best-performing companies, but truly excellent corporate culture of enterprise gene is also unusual. Some results have been rapidly growing companies will not be long premature suffering from a "big business" disease, severe internal bureaucracy, complain, but few people take responsibility gradually reduce the vitality of enterprises; Some companies cultures have left their mark too much work style and leadership, but did not implement the whole system of enterprise management system and go, once the leader of the replacement, the operational efficiency will be significantly decreased.
　　Ultimately, though these companies cultural ideas shouting slogans spectacular, but it has not really set up with the vitality of the corporate culture. I believe that good corporate culture should have two genes: one is people-oriented, the second is performance-oriented. These two features must run through all aspects of business management activities, in order to implement the corporate culture from "illusory" values to the level of professional conduct among employees go. So how do you understand these two genes outstanding corporate culture?

　　A gene: people-oriented
　　people-oriented first of all need to focus on is what kind of "people" oriented.
　　I believe that there are "people" should and corporate philosophy is consistent, capable support staff in the future development of enterprises, and not all employees accept all of the people-oriented should be established on the basis of differentiated management of staff on. Once a state-owned nature of the company has done consulting senior leaders thought to change, enhance the enthusiasm and motivation of employees, but was wrong "people-oriented" the sense of the hands and feet tied, has been reluctant decision without differences in management style eventually led to the enthusiasm of talented employees would suffer, in fact, created a more unfair, they did not do "people-oriented."
　　For every business people-oriented may have a different understanding. For example, Jack Welch o think, people-oriented concept should include four aspects: First, focus on staff recruitment; second, emphasis on staff training; Third, differential treatment of employees, the implementation of differential management policy; fourth, treat Staff. Summarizes the common good of enterprises, I propose should consider implementing people-oriented from the following aspects.
　　Enterprises should enhance the professional development of employees as the core objective of human resource management system to build. Therefore, enterprises should pay attention to the recruitment of staff, establishment of training and career development planning system.
　　For the performance of employees, companies should provide appropriate and timely incentives and recognition. These can be recognized material can also be a spiritual level. For outstanding employees, given its challenging work or allowed to participate in enterprise management meeting and express their views are often more effective than a simple matter of giving approval.
　　The two sides shared responsibility and a clear corporate employees. In essence, between companies and employees are hired and hired contractual relationship. As with all terms of the contract should be clear, as companies and employees reflect the people-oriented and achieve should bear the responsibility for career development and profitable enterprise employees, and clearly stated in the company's system.
　　To develop a variety of communication channels to improve internal communication. In recent years, a number of multinational companies have generally adopted the "barrier-free office" (senior management has no independent office) and "walking around the office" and the idea is to increase the opportunities for communication between all levels of the company. However, not content merely to improve communication form, or to establish respect for fundamental within the enterprise, equitable, transparent communication environment. At the same time, all levels of management and employees should avoid "communication phobia", the communication considered as part of management.

　　Gene II: Performance-oriented
　　excellent corporate culture second feature is performance-oriented. I once served a large-scale private enterprises. Because smart vision business leaders, while benefiting from a favorable external environment, business development rapidly in the past few years, the future good growth prospects.
　　However, the high-speed development of enterprises but hidden crises. Based on personality leadership, business in the past pursued a "harmony" culture, it does for enterprises train a number of high loyalty of older employees, but also makes it easy for employees to accept new entrants; however, this " harmony "is also not responsible for creating a culture within the enterprise, and even work can also turn a blind eye problems, lack of incentives being made. Gradually, bear the ultimate responsibility for all functional businesses are concentrated to the president of the body, which has brought great challenges for energy leadership, decision-making venture is also growing. The reason for these problems or because the enterprise did not establish a performance-oriented culture and management systems.
　　Establish and implement a performance-oriented corporate culture should pay attention to the following aspects.
　　Senior management should lead by example and deeply involved. Poor business performance, senior management should bear the brunt of responsibility, the only way to unequivocally establish a performance culture down. You can often see, when dropped multinationals operating results, senior management took the initiative do not even salaried pay cuts are commonplace.
　　Task allocation for staff development and the company's performance is crucial. This illustrates the importance of the human post match. Important job is to identify the talents of business management, personnel training and expertise and resources, the management often say, "Do not try to let the turkey on the tree, but let squirrel on a tree," is the truth.
　　The establishment of a comprehensive evaluation system of subtle insight and observation. This is to ensure the realization of technical performance culture. Establish an effective evaluation system should not only focus on the specific numerical results, should also focus on employee demonstrated in the course of ability and professional behavior. In addition, in the development of specific performance targets, we should also pay more attention to the competitive environment, rather than focus on specific numbers size.
　　Incentives based on performance results widen the gap. General Electric Company will implement this famous "Rule of Thirds" reward or punishment, differential treatment of employees of different manifestations.

　　Make a decisive management decisions based on the principle of survival of the fittest. Performance performance does not meet expectations for employees, companies should have the appropriate management measures, or job transfer, or retraining, or eliminated and other processing means. In the specific implementation, can be used on a case-employee measures individualized, but should maintain consistency and respect for the principles of staff management decisions, the only way to get understanding and recognition of employees.
　　Establishment of good corporate culture long way to go. However, for each has ambitious attempt to create a centennial enterprise should attach great importance to shape the corporate culture, follow the good genes corporate culture, to build with their own unique corporate culture.