On Enterprises and Talents

The so-called human resource management refers to the reasonable training, organization and deployment of manpower and material resources by using modern scientific methods, so that manpower and material resources can always maintain the best proportion, and at the same time, people's thoughts, psychology and behavior can be properly induced, controlled and coordinated, so as to give full play to people's subjective initiative, make people give full play to their talents, get the right people, and achieve organizational goals.

Establishment of human resource system model

Many enterprises have their own methods to establish human resources system models, some of which are very scientific and some are very operational. A good human resources system should take into account such factors as clear system, clear procedures, smooth connection, suitability for operation and forward-looking. The main work that needs to be done in the early stage of establishing the human resources system is to have a high grasp of the enterprise strategy and be familiar with the relevant information of human resources in industries and places.

In the construction of human resources system, we need to pay attention to three aspects: basic policies, professionals and the degree of conformity with enterprise business. Who do I need to build a human resources system, that is, to establish the rules of the game? What are the requirements of the person I need? What can you do for me? What could he possibly or should he do? What can I offer him? How can we make him work with peace of mind? What support does he need from me to play his role? What should my continuity policy be if I want to maintain continuity?

Basic policies: employment standards, work standards, assessment methods, welfare benefits, internal mechanisms and so on. First of all, it reflects the policies within the scope of the law, followed by the system of combining * * * with characteristics within the enterprise. In principle, the basic system cannot be easily adjusted, it should be basically stable and consistent with all other internal systems. In the initial stage of formulating the system, we should have a long-term vision and not stick to the current needs, otherwise we will spend a lot of energy on adjustment in the future, and often we may not be able to achieve the ideal situation. We must locate it accurately from the beginning.

Professional people: it is difficult to keep professional things made by unprofessional people. Each module of human resources has very high requirements for majors. Whether it is enterprise organization design, department division, quality model establishment, staffing determination, job analysis, salary and welfare distribution, performance appraisal, career planning, training system establishment, etc. , very professional. What enterprises pursue is long-term development. A person in charge of human resources with good professional background, rich knowledge, profound professional foundation, strong execution, good coordination, strategic vision and comprehensive quality is a good foundation to ensure the healthy operation of human resources in enterprises.

Business-related: Basically all human resources theories are similar, and national policies are similar, but different enterprises have different needs for human resources at different stages of development. Enterprise human resources must be closely related to the actual situation of the enterprise, but also need to pay attention to the situation of the same industry. Human resources that can't effectively guide the business of this enterprise will certainly be difficult to produce its due effect. Human resources must conform to the business of the enterprise.

The top person in charge of an enterprise should attach great importance to human resources from the strategic perspective of enterprise development. This is not just talk, or stay on the surface, but practical attention, mainly reflected in the positioning of human resources policy, talent selection, the use of labor costs, reasonable authorization, talent trust and care. We can't look at the construction of human resources at all levels of enterprises with the mentality of quick success and instant benefit.

Is the development of enterprises to retain talents or cultivate talents?

So how can our enterprise find the talents it needs? Personally, I think it is better to keep worms in the pool than to hide dragons in the pool.

Why do you say that dragons can hide in the pool but can't hide bugs? In fact, talent is understood like this: it is talent that keeps growing, improving and achieving its own career in development. Real talents need constant training and testing. I haven't heard that real eagles can be kept in birdcages. Our enterprise should have such a talent view. Enterprises provide a favorable platform for the growth of outstanding talents. If well-known talents can be nurtured on this platform, then enterprises will also be rewarded, and every entrepreneur should have a broad mind and profound thoughts. Anyone who is shallow and ignorant can never stand in the market competition. Think about well-known companies such as General Motors, Hewlett-Packard, IBM, etc., which have trained many talents and become senior managers such as CEOs of enterprises in the same industry or other industries. But with these talents, these enterprises have been affected and the enterprises have stagnated? Don't! On the contrary, it is this "* * * win" strategy that makes such well-known enterprises full of vitality.

In the process of recruiting people, if the enterprise recruits a group of people with low quality, they will penetrate into all departments of the company after a period of time; After a while, they will start to recruit people with low quality. In the daily management of enterprises, these people often tolerate some bad habits of themselves or their employees, which makes the company stink all the time. However, they often don't think, why? There is an old saying in China, "I've heard about it for a long time". This is the phenomenon. Usually, this smell can only be smelled by new employees-however, over time, new employees will "ignore it for a long time." This is equivalent to raising a group of parasites in the enterprise. If the enterprise raises a group of parasites in the pool, the living water of the enterprise will not get the source of vitality. The rapid propagation of parasites will sooner or later drag a vibrant enterprise to a dead day, and eventually it may face the day when the enterprise declines and dies!

After determining the requirements for talents, enterprises should find the right way to identify talents, and make appropriate career development plans for them after finding the right talents through talent identification, so as to drive and motivate talents. However, this kind of drive can not be completed by talents themselves, and it needs external stimulation and incentive factors to complete. We summarize this process as a "five-step stage":

The first stage is the laissez-faire stage. At this stage, we advocate not interfering with the new members of the team and letting them release their true selves completely. The second stage is the guiding stage. At this stage, we advocate giving some help and guidance to team members to guide them to the right development direction step by step, and it may be the talents that enterprises need to keep up with the pace; The third stage is the forced mold entry stage. At this time, we advocate that new team members must establish a unified integrity and values with the team, that is, new team members must identify with the development and culture of the enterprise, abandon "self-things" and "narcissism and nostalgia" and unconditionally enter the team model first; The fourth stage is the stage of stimulation and promotion. After the first three stages of observation and training, those who don't agree with the development of the enterprise and don't like the corporate culture will be eliminated, and the remaining people will gradually establish a relatively unified integrity and values with the enterprise. At this time, they need to be stimulated twice, including material stimulation and spiritual stimulation, in order to give full play to their potential, so that they can be promoted quickly and keep up with the pace of enterprise development. The fifth stage is the stage of encouraging development. As a leader, we should give employees continuous and all-round incentives, so that people can do their best and serve us. The first three of these five stages belong to the talent identification level, the fourth stage belongs to the driving level, and the fifth stage belongs to the incentive level.

Man is the most complex animal in the world, and many aspects are microscopic and tiny. If you are not careful, you may be passive. On the basis of fairness, enterprises can have many choices on how to retain talents and how to make talents play their role. Money needs to be spent, and talent needs to be satisfied. Generally speaking, the labor cost of domestic enterprises still has some room to rise, but our work efficiency is too low because of poor management or lack of talents, which leads to high other management or operation costs. If, on the basis of determining a reasonable profit rate index, the expenditure unrelated to the direct cost of human resources is reduced and the input of human costs is moderately increased (we prefer to say human capital rather than cost), enterprises will have more room to attract talents. In the long run, this is beneficial to enterprises.

Family business should be transformed into enterprise family.

It is impossible for an enterprise to develop from creation to growth overnight. Many of our enterprises, especially private enterprises, were founded with few talents, mainly relying on human resources such as relatives and friends. At the beginning of the enterprise, there was no management and it operated by nepotism. This is the so-called "family management". With the development of enterprises, more external talents have been absorbed, and they have brought new management concepts; And those elders are still giving it to relatives. These two behaviors are bound to conflict. Such contradictions will seriously restrict the development of enterprises. What should we do here? I think we should have the courage to break the wrist of a strong man, that is, let these enterprising elders abdicate, which is also called "killing donkeys" by many people. Although the pressure and resistance are enormous, for the healthy and long-term development of enterprises, such "parents" must be dealt with:

First, because we live in an era in which knowledge is updated the fastest in human history, the knowledge, depth and structure of the so-called old employees (or meritorious officials) are outdated, which can no longer meet the requirements of enterprise development, and the cost of updating is too high. Enterprises take profit as the first goal, and enterprises are not charities, let alone nursing homes. Although enterprises have great social responsibility, profits are the first. Whoever obstructs this goal will be run over by the wheel of profits.

Second, the positions of enterprises are limited, and the key positions or important positions are even more limited, and old employees (or heroes) often occupy these positions. Such people tend to take credit for themselves and dictate to new employees. Judging from the long-term development of enterprises and the cultivation of reserve forces, these people will be laid off!

Third, from the perspective of encouraging other employees in the enterprise, it is beneficial for other employees in the enterprise to always maintain a good competitive mentality, to form a competitive mechanism within the enterprise, to form a better talent training mechanism, and to absorb the essence of fresh blood from the outside, because vacant positions are often important or key positions.

Fourth, from the formation of corporate culture, old employees (or heroes) represent the past. They tend to reject new things, disagree with the current corporate culture and fail to keep pace with the times, which leads to the lack of innovation and enterprising spirit in key links of enterprises, thus affecting the overall lack of creativity in corporate culture.

It is also unacceptable to sacrifice the interests of these people for the development of enterprises. For the abandonment of old employees (or heroes), we should first put aside the humanization of enterprise management and deal with this problem in a more rational or market-oriented way. The contradiction between old employees (or heroes) and new employees, and between new employees and enterprises is actually a conflict with corporate culture. To transform a family business into a family business with modern management mode, it is necessary to establish a benign corporate culture.

The Relationship between Corporate Culture and Talents

Corporate culture is a set of behaviors advocated by business leaders and followed by all employees. It is embodied in the enterprise's values, business philosophy and behavior, and exists in the enterprise like air. For senior leaders, his words and deeds and judgments on things may not be written down, but they will affect employees and become internal norms. For middle managers, they should not only feel this culture, but also shoulder the task of passing it on to their subordinates. They are the most important carrier of corporate culture. For a technician, his recognition of corporate culture determines his subjective initiative. The attitude of employees is a sign that directly reflects the corporate culture. The quality of corporate culture is ultimately reflected in behavior.

With the advent of the era of "knowledge economy", the importance of human resource management has become increasingly prominent because of its close relationship with people. It should be noted that enterprise management has shifted from emphasizing the management of things to the management of people, which is the result of intensified competition. Whether it is the expansion of management field or the promotion of existing management, human resources are the foundation, premise and foundation. Enterprises are people. How to choose, cultivate, use rationally and give full play to everyone's potential? How to win the professionalism of employees, retain talents and realize the long-term stable development of enterprises?

At present, most enterprise leaders are also deeply aware of the importance of talents to the development of enterprises, but their understanding of talents is still based on the following understanding: Why can't my enterprise retain the talents it needs with generous treatment?

At present, there is a frequent word for employees in China, which is "job-hopping". At the same time, in this impetuous environment, a short-lived meteor enterprise was born. At the same time, a large number of elites with unpaid ambitions lamented and talked about their ambitions, and Longquan was covered with a layer of dust. This reality has caused such a result: on the one hand, business leaders dig their brains and try their best to find the swift horse that enterprises need; On the other hand, however, excellent business managers lament that foreign monks can chant Buddhist scripture, leave their original businesses and change jobs frequently. Employers complain that employees are disloyal; The employees who change jobs in enterprises are deeply injured and wandering all the way with the sadness that this is not our destination. Isn't there a bridge between the two that can connect them and communicate with each other? Why do you say that? Many bosses ask: Why can employees only share joys and sorrows with enterprises? Business leaders said that the talents recruited by the company were dispersed in just a few months, and it was the same result for the company to recruit talents again. When we asked whether the enterprise could solve this problem through the construction of corporate culture, the leaders of this enterprise were full of confusion and thought that corporate culture had no effect on their enterprise. Moreover, he said, "People nowadays are very realistic and think for themselves. If they can think of going there with you, such a corporate culture is fooling people! " After listening to these words, we understand that it is not accidental but inevitable for enterprises to have such leadership. Because in the boss's mind, he pursues the concept of "people are not saints" and is wary and cautious about the employees of the enterprise, so such an enterprise has no corporate culture at all. Kong Old Master Q said, "Don't do to others what you don't want others to do to you." This is a fact. If business leaders don't trust your employees, why should employees trust their leaders? Then why should employees listen to the leader and work hard? Therefore, in this process of internal friction, both extreme classes are related to their own interests and have nothing to do with the interests of enterprises. Therefore, enterprise leaders think that enterprises do not have the talents that enterprises really need, and employees think that enterprise leaders do not attach importance to talents, so talents become the biggest heart disease of enterprises, and corporate culture is very important and the most powerful excuse for enterprise leaders' lack of performance. If everyone works actively in the company, it will naturally infect new employees, and determination will only be an individual phenomenon. But if everyone is tired and leaves more jobs, people will be separated. In the turbid corporate culture, failure is an inevitable result.

2 1 century is the era of talents. Enterprises should be bigger and stronger not by shouting, but by technological innovation and management innovation, and talents are the executors of technology and the creators of management system. Therefore, enterprises must attach importance to all kinds of talents, keep and make good use of their talents, make rational use of their management skills, give full play to the talents of enterprise employees and serve the growth of enterprises. Find and cultivate talents, so that enterprises can grow and achieve the same achievements!

On the relationship between enterprise culture and core competitiveness of enterprises

Abstract: Enterprise culture is constantly dissolved and sublimated in enterprise management through the understanding of values and behavioral norms of all employees. It is the soul of an enterprise, the source of its survival and development, and the most fundamental symbol that distinguishes an enterprise from its competitors. Through the creation of behavior mode, innovative spirit and executive culture, enterprises have a strong sense of identity, cohesion and vitality, thus continuously casting the core competitiveness of enterprises. At the same time, corporate culture provides a stage for team members to maximize their life value.

Keywords: corporate cultural competitiveness

Culture determines system, system determines technology, and technology determines competitiveness. In today's highly competitive society, enterprises cannot succeed without a good corporate culture. The competition of enterprises is essentially the competition of enterprise culture. Therefore, the future competition is the competition between management and corporate culture. Culture has become a powerful driving force for the development of productive forces. Without a good corporate culture, there will be no good ideas and visions, and there will be no motivation for innovation, let alone building the core competitiveness of enterprises.

First, the meaning of corporate culture

Corporate culture is the sum of common consciousness, values, professional ethics, behavioral norms and standards formed by enterprises in long-term management activities, and it is a unique cultural management model with value as the core formed by enterprises or organizations in their own development process. Corporate culture is the product of the combination of social culture and organizational management practice. Corporate culture management is generally considered to be the highest level of corporate management, including values, highest goals, codes of conduct, management systems, ethics and so on. It is also a kind of management thought and method, in order to maximize the unity of employees' will, standardize employees' behavior, unite employees' strength and serve the short-term and long-term goals of enterprises.

Second, corporate culture and management

Enterprise culture is dissolved in enterprise management and has the consistency of goals. The deepening of people's understanding of enterprise management and enterprise culture is not only a historical development process, but also a background of economic power competition, checks and balances. Corporate culture is a synthesis of beliefs, values, ideals, highest goals, codes of conduct, traditions and spiritual temperament. It is a spiritual force used to mobilize and motivate the target audience to make contributions. A more accurate definition is that corporate culture is the values, beliefs and behaviors that enterprises abide by.

This definition actually includes three levels: values, beliefs and behaviors. Therefore, the relationship between corporate culture and management is mainly manifested in the following three aspects:

First of all, values are relatively stable elements in corporate culture. For example, enterprises advocate "innovation, execution, teamwork and value", which are the values of enterprises, that is, the highest guiding principle of enterprise development, and should remain unchanged for a long time unless the enterprises undergo major changes such as transformation and restructuring; Secondly, belief is all kinds of beliefs and concepts that support enterprise values, such as talent view, development view, competition view, marketing view and so on. It must be dynamically adjusted according to the industry characteristics, market conditions and competitors, which is the guiding ideology of enterprise development and competitive strategy; The cultural construction of many enterprises only stays at these two levels, but ignores the most important part of corporate culture, that is, behavior. Behavior culture is the most authentic, direct and important part of corporate culture. The real culture of an enterprise is actually not the grandiose "written culture" or "oral culture", but the behavior of employees. Enterprises can advocate "innovation", but the real culture is "be careful to sail a ship for thousands of years" Enterprises can advocate "team", but the real culture is "one mountain returns to another, each fighting its own way". It can be seen that if the consistency of ideas and behaviors is ignored, corporate culture will become a metaphysical "decoration". In fact, corporate culture is more similar to the "catalyst" in chemical reactions. "Catalyst" can't make two reagents which can't react chemically react, but it can accelerate the reaction speed of reagents which can react chemically and improve the utilization efficiency of raw materials. The same is true of corporate culture. Many problems must be solved by system standardization, strategic planning, process reengineering, merger and reorganization, which is very hard and hard, and culture can't solve these problems. However, some enterprises have good performance and high salary, but the staff turnover rate is still high, the working atmosphere is poor and the satisfaction is low, which depends on the power of culture. By injecting excellent corporate culture, creating a common vision, activating organizational atmosphere, inspiring staff morale, and pointing out the way forward, mediocre enterprises will become excellent, and excellent enterprises will become excellent.

In management, firstly, corporate culture can solve people's problems, especially the problem of ideas. There is an old saying in China that "seeking for different ways" is also the core of corporate culture construction. Without the same idea, enterprises can only fall apart and cannot form a joint force.

Secondly, managers at all levels must set an example in management, because your words and deeds actually represent the culture of the enterprise. Corporate culture is the style of the top management. "fish begins to stink at the head" and senior managers lead by example is the key to the construction of corporate culture, which is related to the authenticity and effectiveness of corporate culture. It is also the key to whether managers can form great cohesion in Nissan management.

Finally, the establishment of executive culture is fundamental. Enterprise culture is inseparable from enterprise management. Management and culture are the unity of opposites. Culture emphasizes atmosphere and psychological contract, while management emphasizes system and external norms, but they must be organically integrated, with norms in culture and culture in norms. Only in this way can the construction of corporate culture be implemented. The methods and strategies of culture leaving management will become castles in the air, and the guidance of management leaving culture will become a tool to make money. Therefore, only by transforming excellent cultural ideas into various systems of enterprises, daily behaviors of employees and various processes of enterprises, and resolutely implementing them, can an executive culture be formed. The code of conduct pursued by the United States Military Academy at West Point for more than 200 years is' execution without any excuse', which embodies a responsible professionalism, an obedient and honest attitude and a perfect execution ability. This concept is the most important criterion to enhance team cohesion and has become the executive culture of the United States Military Academy at West Point. The United States Military Academy at West Point is also famous for its ideas. Over the past 200 years, it has trained three presidents, five five-star generals, more than 3,700 generals and countless business elites for the United States.

Third, corporate culture and core competitiveness of enterprises

1, corporate culture will become the first competitiveness of enterprises in the future.

The core competitiveness of an enterprise is the embodiment of enterprise ideas and core values in enterprise culture, which can not be taken away, nor can it be imitated and transplanted. The product competitiveness of any enterprise (including high-tech enterprises) is the most direct embodiment of enterprise competitiveness, and working hard around product competitiveness is the key to enhance enterprise competitiveness. Product competitiveness is determined by technological competitiveness, which in turn depends on institutional competitiveness. System is superior to technology, and system is the first competitive power. And system is the existing form of materialized concept. Without correct thinking, there can be no scientific system. Therefore, the idea is higher than the system, the idea determines the system, the system determines the technology, and the technology determines the product. Only with the correct innovation concept can we have the strongest competitiveness, which is the real first competitiveness of enterprises in the future. Imagine that if there is no innovative corporate culture concept and innovative incentive mechanism, employees will be content with the status quo and will not make progress. Where can we talk about technological innovation? With the continuous upgrading of products, enterprises will lose their advantages and be eliminated in the cruel market competition.

Nike was founded in the late 1960s. In less than 20 years, it surpassed Adidas to become the leader in the running shoes industry, with a market share of over 50%. 1975, Nike company invented a new sole with waffles. This new type of small rubber round nail on the sole is more elastic than other popular soles on the market and is very popular with athletes. As a result, this kind of sole has brought 7 times sales growth for the company. Careful research and development has made Nike's market share continue to rise. At the end of 1970s, the R&D department of Nike Company employed 65,438+000 researchers, invested nearly $4 million, and produced more than 65,438+040 kinds of the most novel and technologically advanced running shoes on the market. These new shoes are designed according to different foot types, weights, running speeds, genders and different technical levels. After entering the market, Nike's sales rose rapidly from140,000 US dollars in 1976 to1694 million US dollars in 1979, an increase of nearly 50 times, creating an unimaginable miracle in the industry. On the contrary, Adidas stood still, was indifferent to its powerful competitors, lacked new countermeasures and innovative ideas, and finally gave its advantage to its competitors.

2. Innovative corporate culture promotes the sustainable development of enterprises.

Innovative corporate culture means that innovation has become the core value of enterprises, and the concept of innovation has been widely recognized by employees. People firmly believe that only by innovation can enterprises survive and develop. Enterprise managers attach great importance to innovation and constantly advocate innovation. Enterprise managers and employees are innovative, enterprising and adventurous. Innovative ideas have penetrated into the consciousness of all employees in enterprises and become their behavior habits. The core competitiveness of enterprises is often reflected in the cultivation of innovative culture. In the interaction with customers, on the one hand, it exports the enterprise's practice of innovation, on the other hand, it absorbs the other party's demand for innovation. It is in the positive feedback of this innovation that enterprises continue to grow and develop. Enterprise learning and innovation are the important contents advocated by this culture, and enterprises encourage continuous innovation and express these ideas. Managers deeply realize that only continuous innovation can make the core competitiveness full of vitality, and at the same time make it difficult for competitors to follow and imitate, thus creating a sustainable competitive advantage.

Haier attaches great importance to the cultural strategy of "corporate culture first" in the process of growth and development. When a company merges an enterprise, it first sends leaders to the new enterprise and stimulates the vitality of the merged enterprise by injecting Haier's cultural concept and "OEC" management mode. Zhang Ruimin, CEO of Haier, believes that it is through people that tangible assets can be revitalized with intangible assets. Only by activating people can assets be revitalized, and the key to revitalizing people is that culture comes first, cultural power comes first, and tangible assets are revitalized with cultural power, which is the most fundamental cultural strategy for Haier's growth. Haier has formulated a big system of cultural strategy and three subsystems to implement this big system: enterprise internal system (for micro-enterprise employees), enterprise external system (for medium-sized industry market) and enterprise rapid response system (for macro-policy response). Haier culture is Haier's intangible assets, including corporate philosophy and specific behavior. It is carried out harmoniously in the management of all branches and departments of Haier Group and runs through all links of the value chain. Haier's spirit is "dedication to the country, the pursuit of Excellence." Haier people believe that the core idea of pursuing Excellence is innovation. The pursuit of Excellence shows the endless spiritual realm of Haier people who are never complacent, always enterprising and always innovative. Many enterprises are learning Haier's culture, but they have never been successful as a whole. Haier's technology and brand are easy to imitate, but learning Haier's corporate culture, such as innovation culture, is not a day's work. It is this that will push Haier to gradually form a sustainable competitive advantage.

3, corporate culture makes the enterprise produce great cohesion.

Excellent enterprises have profound cultural heritage. Only when the corporate culture permeates the employees' hearts and forms the moral norms and concepts that most employees in the enterprise know, and employees truly understand the value standards pursued by the enterprise, can they consciously safeguard the interests of the enterprise and actively participate in the work, and can they truly be conscious, self-disciplined, self-taught and reformed. Consciousness is the premise, self-discipline is the guarantee, self-study is the source of innovation, and rehabilitation is the concentrated embodiment of innovation. A thousand miles of embankment, collapsed in the ant nest. The character of every employee will directly affect the growth of the "big tree" of corporate culture. Cultivating good moral quality and establishing the overall concept of enterprises are important guarantees for the healthy development of corporate culture. With the increasingly fierce market competition, corporate culture plays an increasingly important role in enhancing the competitiveness of enterprises. The core content of corporate culture is to emphasize corporate values, entrepreneurial spirit, management methods, management realm, and ethical norms and codes of conduct recognized by employees. Therefore, it is intangible and dynamic, which has an important influence and function on the business activities and behaviors of enterprises at any time. One of the results of this influence and function is that it can make enterprises have great cohesion, and cohesion is one of the important factors that make enterprises competitive.

Since enterprise cohesion is a kind of strength, there are positive, negative and huge points for enterprises. Only by eliminating the reverse force can enterprises produce competitiveness, increase the positive force and enhance their competitiveness. The success of an enterprise depends on the power of "faith" and the attraction of faith to enterprise personnel. The values of enterprises are subtly influenced, and their beliefs are deeply rooted in people's hearts. The strength of all employees will unite, and people at different levels and positions in the enterprise will take this as a criterion to deal with problems. They can devote themselves wholeheartedly and work hard, and the competitiveness of enterprises will continue to improve.

4. Corporate culture gives team members a stage to maximize their life value.

Corporate culture enables enterprises to form the same ideas and values. Every member strives to realize the same vision. At the same time, in the process of struggle, enterprises use business philosophy to encourage employees and let employees release extraordinary abilities. With the goal, people can be called and driven to go beyond themselves, the enthusiasm and initiative of employees can be greatly improved, and people can be inspired to learn new knowledge continuously, so as to realize the pursuit of lofty meaning of life by employees and maximize the value of life.

Corporate culture is the sum of the ideas, ways of thinking and behaviors of corporate members, corporate norms and corporate life atmosphere. As the first competitive power of an enterprise, corporate culture not only establishes employees' ideals and beliefs, but also enhances the cohesion of the enterprise. The purpose of corporate culture is to improve the competitiveness of enterprises and make them grow and develop in the fierce economic environment. Only by establishing the enterprise's own culture can we enhance the cohesion of employees, make all employees work together according to the same ideals and beliefs, be invincible in the fierce competition, and finally achieve a win-win situation for both enterprises and employees.