Corporate values are the core of corporate culture. When operating an enterprise, business operators should first manage "people" well, guide employees to unify their personal values with those of the enterprise, and encourage them to work hard to achieve the common goals of the individual and the enterprise; vigorously cultivate the enterprise culture that encourages innovation and adapts to changes, improve the appeal, cohesion and centripetal force of the enterprise, and fully mobilize the enthusiasm of employees , initiative and creativity to promote the development of enterprises and the growth of talents. Values are a set of basic beliefs and judgments about the merits and demerits of things and behaviors. They are the psychological tendency system used by individuals to distinguish the merits and demerits and guide behaviors. Values have a huge impact on individuals. When a person enters the enterprise, he will first consider what to do, what not to do, what is important and what is secondary The thinking of these problems is influenced by individual values. In the human resource management of enterprises, values have the functions of guidance, promotion and encouragement. Values enable employees to identify with and strive for the company's goals, regardless of their own gains and losses. Only when the concept of employees and enterprises resonates can long-term cooperation and career be achieved.

 

 

 

The recognition of culture and value standards is the basis of cooperation between talents and enterprises. If employees are against the culture and value standards of enterprises, they will lose the premise of mutual cooperation. In those companies where employees have strong dedication, the cultivation of employee dedication actually starts before employees are recruited, rather than after recruitment. When enterprises recruit employees, through some effective screening tools, such as carefully organized interviews, etc., to understand the values of job seekers, and select job seekers who are more consistent with the enterprise values. In the early stage of value management, managers realized the importance of values, trained employees on values, tried to instill corporate culture and values into employees, and found that values training was not effective for all employees. This is because the values should have certain stability. If the difference between employee values and enterprise values is too large, the training will not be effective in general. Therefore, value management should start at the time of recruitment and select those employees who are consistent with or not far away from the enterprise values.

 

 

 

There is only one recruitment principle, no best, only the most suitable. We just need people who are in line with the company's culture, who are of our own character and who are of our own. What we need is a happy marriage.

 

 

 

To make enterprise values become employee values, it is more important to take values as guidance in the whole process of human resource management, such as appointment, promotion and dismissal of employees. Enterprises should establish a reward and punishment system that is consistent with the company's values, reward and promote employees who support and earnestly implement the company's values and achieve outstanding performance in practical work in various ways, and allow employees to make bold attempts and mistakes under the principle of not violating the company's values; for those employees who do not follow the company's values, they should be invited to leave, because they Not suitable for the work of the enterprise. What remains in the enterprise should be the employees who are consistent with the enterprise values, loyal to the enterprise and willing to work for the enterprise. These employees are dedicated and will not leave the enterprise easily, which will be the most competitive weapon of the enterprise.

 

 

 

For any enterprise, only when the personal values of most employees in the enterprise tend to be the same, the development of the whole enterprise can be benign and healthy, and make a difference. Numerous examples prove that the success or failure of enterprise value construction determines the survival of the enterprise. Therefore, successful enterprises pay great attention to the construction of enterprise values, and require employees to consciously promote and disseminate the values of the enterprise. When the individual values are consistent with the enterprise values, employees will regard working for the enterprise as a struggle for their own ideals. In the development process of an enterprise, there are always ups and downs. If an enterprise can make its values accepted by all its employees and take pride in them, it will have a strong spiritual pillar to overcome all kinds of difficulties.

 

 

 

Enterprise values can generate cohesion and motivate employees to release their potential. The vitality of an enterprise is the result of its joint efforts. The stronger the joint forces of enterprises, the stronger the vitality.

 

 

 

The enterprise is a big platform for employees to grow and seek common development. Only when there is unity in the understanding of values, can harmonious interpersonal relationships be easily formed within the enterprise. Only when there is unity between superiors and subordinates, and between employees, can they be considerate and close to each other, eliminate psychological barriers, reduce conflicts and disputes, and avoid the dark reefs that affect unity, can they form an impeccable group. Only when the internal values and thoughts of the enterprise are unified, can they resonate with each other, become one with each other in fate, and share joy and sorrow, which is what president Zhao called "community of destiny".