As we all know, if an enterprise is distracted, its development will not last long. President he zhiyi once pointed out in the preface of the Golden Rule that the rise and fall of an enterprise depends on culture! The ultimate goal of corporate culture construction, I think, is to enhance the cohesion of employees. So, how to enhance employee cohesion? I try to explain it from six aspects: income, job satisfaction, affinity, employees' sense of security, personal development and personnel assessment, and combine my experience in human resource management in the past two years to talk about my personal views.
I. Income
People are economic animals. Therefore, in the process of talent flow, economic factors will certainly occupy a large proportion. The amount of income can not only be embodied as materialized things, but more importantly, it is an affirmation of personal value to some extent, thus realizing the self-satisfaction of employees. However, simple high income may temporarily attract talents, but it may not be able to retain talents for a long time. The key depends on fairness, rationality and incentive in the process of income distribution. There are two enterprises. Enterprise A has a unified monthly salary of 3,000 regardless of post and type of work, and enterprise B divides the income into several grades according to the individual ability and contribution of employees. Although the highest monthly salary is less than 2500, from the perspective of realizing self-worth, enterprise B has more competitive advantages than enterprise A and can win the favor of talents. So my first point: broaden the income scale, measure the different abilities and values of employees with quantitative economic indicators, and establish a capacity priority mechanism within enterprises.
In the distribution of wages, we should also prevent income from hardening. I am more disgusted with the unchangeable salary system, and prefer to implement the system of annual salary increase according to the working years, so that employees can really feel that the growth of qualifications is closely related to personal interests. There is a fable about the monkey's change of heart. For the monkeys, the total amount has not changed, but the monkeys are angry and happy. I think, if it is fickle, the monkeys will definitely be happier. Transplanting this theory to wage distribution will certainly have a great incentive effect. Sometimes, a simple increase in quantity can really cause bubble satisfaction in employees' psychology.
Second, job satisfaction.
Job satisfaction is also the degree of employees' job satisfaction. In the article Active Planning of Job Matching Process, Professor Liao Quan-wen regards the decline of job satisfaction as the third obstacle in the process of job matching, which shows that Professor Liao is also concerned about job satisfaction. How to improve job satisfaction is a problem I often encounter in actual personnel management.
1. Create a beautiful and quiet office environment for employees. A comfortable office environment can not only improve employees' work efficiency, but also establish the company's own image and inspire employees' pride. A bad office environment will make employees feel inferior, produce inferiority complex and seriously dampen their enthusiasm for work.
2. If conditions permit, provide commuter shuttle bus service as much as possible, which not only facilitates employees' commuting, but also reflects the company's concern for employees with practical actions. At the same time, the bus carrying the company name and logo walking on the street is itself an advertising effect.
3. Form an atmosphere of respecting employees' labor in the company, especially leaders, and cannot easily deny employees' labor achievements. It should be noted that cultivating employees' enthusiasm is like making a snowman. To destroy it, a pot of water is enough, but to restore it is not a day's work.
4. Establish employee suggestion system. I have always felt that a perfect employee suggestion system is very feasible. When employees' suggestions are taken seriously, they can be greatly satisfied, thus improving employees' enthusiasm and job satisfaction. Kodak company in the United States can be said to be fruitful in this regard. They attach great importance to the suggestion system from the general manager to the grass-roots managers, and set up special suggestion offices in various departments. George eastman, the general manager of the company, even thinks that the success or failure of the company is closely related to whether employees can put forward constructive suggestions.
5. Implement employee participation system. The ancients believed that man can control it, but he can't know it. But in modern society, people want to know what is happening around them. According to Maslow's demand theory, people have a sense of security and a need for self-realization. If employees are kept abreast of the operation of the organization and encouraged to actively participate in management, so as to realize their self-worth, then their sense of responsibility will be enhanced and their morale will be improved. Therefore, I think the old saying should be changed to: people should know what it is before they can do it.
6. Rationalization of work and job enrichment. The so-called rationalization of work is to determine a reasonable workload and technological process through scientific measurement to prevent employees from losing interest in work because of excessive burden or relaxation; Job enrichment is to add a little interest to the monotonous work to stimulate employees' enthusiasm and sense of responsibility, such as beautifying the job name, appropriately increasing the content of decision-making, and regularly rotating posts with the same job characteristics.
Third, affinity
Improving affinity is essentially extending the tentacles of management to the private sphere of employees and enhancing cohesion through interpersonal communication.
1, set up internal newspapers and magazines to provide a garden for employees to express their opinions and exchange their voices. In enterprise design, the most important thing is MI, that is, enterprise conceptual design, and internal newspapers and magazines are the best carriers of MI design.
2. Sending a bunch of flowers or other material blessings to employees' birthdays will make employees deeply feel the warmth and harmony of the company's big family. This is more powerful than empty preaching. If the company is small, the birthday will be unforgettable for employees.
3. Implement a regular communication system, so that leaders and employees can get together, sum up past experience and plan future development. If the company is large, employees can assemble freely and take turns to attend various meetings of the company under the premise of unified arrangement of the company. The reason why I advocate free combination is that there may be informal organizations within the enterprise, so that employees with the same language can participate together, which can reduce their psychological burden, thus frankly speaking their true thoughts, so that the company leaders can truly grasp the psychological trends of employees, thus discovering the management gap and strengthening the management of employees.
4. Try to enrich employees' spare time and organize some activities in a planned way, such as singing competitions, movie reservations, visits, etc. Regarding the visit, the practice of Roger Meade in the United States is worth learning. He believes that sending 150 employees instead of 2-3 representatives to visit an industry exhibition for 10 days can not only effectively improve the overall quality of employees, but also enhance their affinity.
Fourth, the safety psychology of employees.
Providing substantial living security for employees and enhancing their psychological security will play a powerful and fundamental role in enhancing the cohesion of the company.
1. Provide medical and endowment insurance for employees. The role of social insurance is to relieve employees' worries and work actively.
2. Provide housing subsidies or provide interest-free housing loans as usual. In the concept of modern people, housing occupies a considerable proportion. Solving the housing problem is equivalent to unloading a big burden on employees and making them feel more at ease at work. During my work in Qingdao Company of Zheng Da Group, I made a housing plan, which discouraged many people from jumping ship.
3. Establish a demobilization system. Many people think that working in foreign capital and private enterprises, the boss has the final say, and the job is not guaranteed. Establish a severance payment system. When employees are old and weak or incompetent due to lack of ability, they will be given a certain severance payment according to their service years and positions, which will stabilize employees' emotions and change their concepts to a certain extent, so as to be more comfortable in their work.
4. Establish a wage fund system. State-owned enterprises and institutions set up wage funds to facilitate monitoring. Private and foreign-funded enterprises also set up wage funds to eliminate employees' unstable psychology. I used to work in a private environmental protection enterprise. Because I didn't set up a salary fund, I owed my employees two or three months' salary. It would be a miracle if such enterprises could retain talents.
5. Improve the vacation system. Vacation is also an important part of employees' lives. In the vacation system, not only national statutory holidays should be included, but also corresponding vacation benefits should be given according to the actual situation of the company and the service years of employees. If you have worked for two years, you can take a paid vacation for half a month. Personally, I understand the relationship between vacation and work as being both civil and military, one relaxing, and neither can be neglected.
6. Solve the problem of employee files. In the specific political and economic environment of China, archives also seriously restrict the free flow of talents in a complete sense. I once joked that people are alive and files are dead, but in China, the living have to follow the dead. According to the viewpoint of contradiction, things always have two sides. If we change our thinking angle, it is actually a shortcut for us to retain talents, that is, to set up a special account in the talent exchange center, transfer all employees' files, and the company will pay the file management fee uniformly, which not only relieves the psychological file complex of floating talents, but also helps the company to control and manage employees uniformly. In addition, I have a bold idea about the group enterprise: Can all the files of outstanding talents in each branch be transferred to Beijing or Hong Kong, and controlled and managed by the group headquarters? Of course, this is just my personal idea, and it is still difficult to determine whether it is operable.
Verb (abbreviation of verb) human ability development
If a company can provide enough development space for its employees so that their personal abilities and qualities can grow with the development of the company, the higher the mutual recognition between the company and employees, the stronger the cohesion. Personal development is the ability development of the company. Now there is a view of talent bank that the number of talents is a hard bank, the quality is a soft bank, and the development of human resources is to make the company a soft bank. Fixed assets can continue to increase in value.
1. Encourage employees to participate in continuing education, obtain all kinds of certificates as much as possible, and give certain rewards to those who have achieved excellent results, such as improving assessment scores and reimbursing tuition fees.
2. For large group enterprises, we can learn from the practice of Zheng Da Group and establish a unified training base. Local branches can send personnel to participate in training in batches according to the arrangement of the headquarters. The result of collective training not only reduces the training cost, but also facilitates the communication between branches.
3. Encourage employees to develop to a higher level. The company will not only make things difficult for employees who have made outstanding contributions, but also give certain rewards.
Some people have put forward different opinions to me, thinking that these measures can only encourage the centrifugal force of employees, but I insist that any measures can not but pay a little price. In the initial stage, these measures may lead to the loss of some excellent employees, but they will certainly attract more and better employees.
Personnel evaluation of intransitive verbs
In the field of personnel management, assessment is the most basic work. Other personnel management, such as salary distribution, reward, deployment, promotion, training, etc. Scientific conclusions must be drawn through evaluation, and then implemented in comparison. Therefore, to enhance the cohesion of employees, we must establish a scientific and fair personnel assessment system. In the past, the assessment had a strong personal color, the assessment procedure was simplified, the assessment method was autocratic, the assessment elements were random, and the assessment results were naturally distorted, and even there was a big deviation. The assessment of institutional personnel will be based on different post standards of employees, which not only ensures the unity of assessment standards, but also takes into account the differences of assessment objects. Because of the relatively fair assessment, employees' complaints about their positions and treatment are minimized, which naturally can effectively eliminate internal friction and enhance the cohesion of employees.
For enterprises, especially private enterprises and foreign-funded enterprises, how to enhance the cohesion of employees has important theoretical value and practical role. This article only talks about personal views from the perspective of experience, please advise.