What are the main contents of the design of the group’s human resources and corporate culture management and control system?

China Group Management Research Institute: The design content of this step may include the group's multi-level human resources planning, the design of the human resources management and control mechanism for the management team and core talents, the group's human resources management output plan, and the supervision of subsidiary human resources Control mechanism, human resources management reform plan in investment and mergers and acquisitions, group headquarters human resources management system design, group hierarchical corporate culture system construction, etc. The importance of human resource management and control to group enterprises

In enterprise human resource management, human resource planning is not only pilot but also strategic, so it plays a decisive role in the realization of the enterprise's overall development strategy and goals. .

People are the most active factor among the factors of productivity. Contemporary enterprise management is people-centered management, and people are the carriers of resources such as knowledge, information, and technology. Human resources are the most valuable resources of an enterprise, and competition among enterprises is ultimately a competition for talents. Carnegie, the American steel magnate, once said: "If my company is burned down but I keep my people, I will still be the steel magnate in 20 years." This shows that enterprises as market entities must attach great importance to the management of human resources.

Nowadays, more and more small and medium-sized entrepreneurs and business managers are gradually realizing the importance of human resource management to enterprise development, but there are still many problems and confusions in human resource planning.

The Group Management and Control Project of Renmin University of China relies on the strong disciplinary, professional and faculty advantages of the Renmin University of China to conduct in-depth research on the development of collectivization, disseminate more scientific management and control knowledge, and guide enterprises to continuously optimize and upgrade their management and control models. Through years of Based on the educational experience, we can come up with systematic solutions for group human resources management.

1. Establish optimized and efficient group human resources management.

2. Key points involved in group human resources strategy and planning.

3. Key points in building a collective human resources sharing and service platform.

4. Build management teams and leadership development for different industries of the group.

5. Key points of human resources and cultural integration in mergers and acquisitions.

6. Key points in building a collective human resources system.

7. Establishment of group performance management system.

8. Remuneration and incentives for group executives.

9. Key points of group human resources management and control.

10. Huawei's development path

11. The necessity of designing the group human resources management and control model of Huawei's four magic weapons

The necessity of designing the group human resources management and control model Characteristics include:

1. The group has many branches and wide geographical distribution, and the branches have become "isolated islands" of human resources information;

2. The human resources management of branches is diverse. The management level is uneven;

3. The business of the group branches is very different, but the human resources policy is "one size fits all";

4. The business relevance of the group branches is very high. However, the human resources policy is "one country, multiple systems";

5. The various branches of the group cannot share, learn from and coordinate management; Strengthening the group's human resources management and control is crucial, so how to grasp the intensity of management and control?

Jujijing Software believes that group eHR is mainly divided into three categories:

1. Centralized mode. It is characterized by "unified platform and centralized implementation", which achieves a high degree of centralization and unification of data and processes on the same platform. It requires all subordinate enterprises to conduct human resources business operations according to a completely unified model, and all data are naturally concentrated on the unified server of the group. superior.

2. Distribution model. It is characterized by "data concentration and distributed implementation". Each subsidiary company can carry out decentralized implementation on different platforms according to its own situation. Each subsidiary company reports data according to the group's requirements to achieve data centralization.

3. Collection mode.

It is characterized by "unified platform and distributed implementation". All enterprises in the entire group use the same platform to manage different modules of human resources, set up different business processes according to their own needs, and achieve data centralization.

It should be pointed out that the human resources management and control model adopted by most groups is not single, but based on the group’s overall strategy, ownership structure, industry sectors, maturity and management level of each subsidiary, Various factors such as the size of the enterprise adopt a moderate centralization-decentralization management model. Therefore, the group's division of powers and responsibilities, management methods and business processes for human resources management and control of different enterprises will also be different. Therefore, the centralized and distributed model is the most adaptable e-HR model that meets the needs of most enterprise groups.

Therefore, the group human resources department must pay attention to the construction and improvement of management and control capabilities, and avoid being unconsciously led by various parties to over-control. We must first understand what the group's management and control model is, what its human resources management and control model is, what its own value is, and what specific means it uses to exert its control effect; do not blindly stick to it and abuse "mass concentration" regardless of the situation. . Only an e-HR system that is suitable for the group's human resources management and control model can truly exert management value and promote the improvement of the group's human resources management and control level. What is a corporate culture specialist? Is it human resources? What skills are needed?

Yes, it is also a relatively cutting-edge and important position in human resources. As for the skills, it depends on the needs of each company to decide what the cultural specialist mainly does. If you want If you want to know more about human resources, it would be better to learn more about Zhongpeng’s human resources related knowledge

Does the company’s existing human resources model have any impact on corporate culture

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Human resource management based on corporate culture. The realization of various basic functions of human resource management such as acquisition, control and motivation, training and development, and integration are directly or potentially affected by corporate culture. At the same time, the realization of these functions It also affects the formation, maintenance and development of corporate culture.

Enterprises should be committed to building a reasonable and effective knowledge sharing system and a matching human resources management system, but we need to make it clear that this does not happen overnight. Only by correctly handling the differences between individuals and The relationship between individuals and organizations, supplemented by appropriate policy incentives, can bring out the true power of both to benefit the enterprise. I would like information on human resources, starting from entry to corporate culture.

Let me chat with you privately. There is too much information. Combined with famous domestic or foreign companies, briefly describe the main contents of their corporate culture

You can write about McDonald's corporate culture and analyze the characteristics of its employee training in conjunction with corporate culture. Here is some content for your reference: The first part is an introduction to the role of corporate culture and the relationship between society and society.

Corporate culture training is an important part of employee training

The competition among modern enterprises is ultimately the competition for talents. Accelerating the development of human resources and improving the quality of workers has become the "top priority". Naturally, corporate employee training has become an important way for companies to develop human resources and cultivate talents. Therefore, it is particularly important to train corporate employees well, and corporate culture training is an important part of training employees.

With the deepening of my country's economic system reform and the development of market economy, corporate culture has received more and more attention from theoretical circles and business circles. The so-called corporate culture is a management method that embodies humanistic management ideas. It is a synthesis of ideological concepts and behavioral concepts based on the common values ??of all members formed in the company's long-term production and operation activities. Corporate training is mainly aimed at training the skills and cultural quality of corporate employees. With the advent of the human world and the era of knowledge economy, corporate training has risen to a new level in terms of intellectual development, skill improvement, and comprehensive development. At the same time, it has also injected a deeper and newer connotation into the factory, giving more human resources development and management capabilities. New ideas. It provides strong intellectual support for the economic development of enterprises.

Therefore, it can be said that corporate training is the basis and prerequisite for creating corporate culture. Without a good corporate training mechanism, it is impossible to create a good corporate culture, and establishing a good corporate culture can effectively improve labor productivity, establish a good social image of the company, and enhance the competitiveness of the company. It is also the soul of corporate development strategy.

Only successful corporate training can shape a good corporate culture. This is because: First, entrepreneurial spirit is the core and cornerstone of corporate culture and an intangible asset of the enterprise. Therefore, it is necessary to use various means and channels such as training to root the positive corporate spirit in the hearts of employees and stimulate their sense of professionalism and responsibility, so as to effectively guide employees to do things in accordance with the requirements of the market economy and guide enterprises to develop their own The goals are closely integrated with the reform of the enterprise, and employees are guided within the enterprise to coordinate their work around the central work and value orientation, so that the development of the enterprise has an infinite source of strength. Second, improving the cultural quality of employees will help enhance the competitiveness of enterprises. The era of knowledge economy is an era of comprehensive innovation, and human capital, which produces, disseminates, exchanges and utilizes knowledge, will evolve into the most active, creative and valuable factors of production and will surely become the sustainable development of the world economy in the future. core resources for growth. To this end, to strengthen enterprise employee training, we must fully comply with the requirements of modern enterprise systems and establish modern enterprise education and training and human resources development management mechanisms to help improve the overall quality of enterprise employees. Third, corporate training should pay attention to integrating the connotation of corporate culture and forming a system. Only in this way can we better establish a good corporate image and enhance the company's radiation.

From here, you can start to talk about how his corporate culture affects its employee training in conjunction with McDonald's training.

Teaching values ??and skills

Corporate values ??are one of the factors that affect the effectiveness of training. McDonald’s most important value is “people-oriented”. A quick service restaurant, During the training process, how to bring McDonald's "people-oriented" value to everyone's dining experience? In the process of delivering service, if people have some interaction, some care, and some feelings, they will make better decisions. Good results, and this is how McDonald's "people-oriented" is implemented in actual work every day.

Extending McDonald’s most important value of “people-oriented”, McDonald’s personnel training is to “teach values ??and skills that will last a lifetime.” In such a working environment, every learner learns values ??and skills that can be used throughout his life in every different experience. This is a very important concept for McDonald's employee training. It is under the guidance of this value that the quality of employees within the company continues to improve.

The president of McDonald's often emphasizes to managers at all levels that "McDonald's should be a school for educating people first, and then a fast food restaurant." This point of view also profoundly illustrates that the first priority in McDonald's as an enterprise is the quality education of employees. When McDonald's recruits new employees, it also has a unique way of educating people in terms of management and training. There are many things that employees need to learn on their first day working in a McDonald's restaurant, including customer ordering, familiarity with unit prices, operating the cash register, preparing meals, operating the grill, etc.

McDonald's believes that people are the most important resource of an enterprise, and McDonald's is committed to becoming the best employer in the minds of its employees. McDonald's regards its employees as members of the McDonald's family and as its assets. It not only provides training and promotion opportunities, but also provides complete and good employee benefits. McDonald's core values ??of talent are mainly reflected in acting in the best interests of the system, open communication, active listening, accepting personal responsibility, coaching and learning from others.

In most service companies, a trainee is given a new set of work clothes on his first day at work, and the shift leader tells him to do this or that. However, this kind of thing is simply impossible to happen at McDonald's. New employees must undergo strict training before they can serve customers.

The first lesson of basic training for new employees is "Education on McDonald's Corporate Culture."

The "Q, S, C, V" spirit is McDonald's corporate culture.

"Q" stands for excellent quality and is quality-centered. In order to ensure quality, McDonald's has formulated various procedures and details. Its operating principle is that it will never sell food that tastes bad. Kroger's rule: If no customer buys a hamburger 10 minutes after it comes out of the oven, it will be discarded immediately.

“S” stands for attentive service. McDonald's services mainly include the comfort of the store building and the service attitude of the sales staff, etc. Kroger attaches great importance to the selection of department managers. According to relevant data, in the global fast food industry, Maillot's service attitude is ranked first. Like hotels run by Hilton, service at McDonald's is "service with a smile." , In this regard, the company has formulated detailed codes of conduct, such as uniform clothing, no quarrels with customers, etc.

"C" stands for clean and hygienic environment. McDonald's hygiene standards are very strict: long hair is not allowed, female employees must wear hair condoms, cigarettes and newspapers are not allowed to be sold in the store, stainless steel utensils must be used, and the store environment must be elegant and spotless.

"V" stands for value. McDonald's has a slogan: "Provide customers with more valuable items." Every employee must receive education on "values".

Traditionally, McDonald's waiters are called "crew members" and managers are generally called "captains." These titles make the new trainees feel that they are sailors on the same ship as all the employees, and the key to the safety of navigation lies in whether all sailors can work together and communicate, cooperate and coordinate with each other. The "McDonald's Manual" requires that every trainee will be infected with this atmosphere when they step into the restaurant to work on the first day, and quickly integrate into the group.

The training of new "crew members" is generally the responsibility of the trainer. The trainer's introduction to McDonald's emphasized its operating principles: "Quality, Service, Cleanliness" (QSC). At the beginning of training, freshmen will always hear the trainer say:

"The greatest satisfaction of customers is McDonald's highest goal."

"In order to achieve this goal, we There is QSC. "

"Letting customers enjoy the highest level of QSC is the most honorable job of our waiters."

McDonald's basic requirements for new employees can be described in three words. Describe: to do, want to do and be able to do. To do means to provide services that satisfy every customer, and to be passionate; to want to mean that people can be inspired, but they must like to do and want to do it to be motivated, do the best at what they want to do, and at the same time Being able to make good use of the company's favorable resources; being able to do one's job means being able to provide help even before customers ask for help. Moreover, new employees should treat this job as a career, face it with a relaxed mood, and learn to find happiness in work.

After the new employees are initially familiar with McDonald's culture, they will start training the second project objective: requiring employees to be mentally prepared to take responsibility for each of their jobs. The trainer will tell these newcomers that in the future, all employees in McDonald's may become "time team leaders" (deputy managers) responsible for the management of the entire store, or even managers. Therefore, it is crucial to be able to independently assume work responsibilities

.

In addition, McDonald's also has a strong training system. In addition to the Hamburg University in the US headquarters and the Hamburg University in Hong Kong, McDonald's also has six major training centers in China. Among them, the "Advanced Operations Course" (AOC) of McDonald's University in Hong Kong is full of creativity and practicality. It has received academic evaluations from many internationally renowned universities, fully demonstrating its success and credibility.

The reason why McDonald's regards the training of employees at all levels of the company as a top priority is because they always firmly believe that the diversity and expertise of employees can provide the company with the greatest opportunity to gain competitive advantage. As Mr. Ray Kroc, the founder of McDonald's, said, McDonald's is a collection of all McDonald's people. In other words, McDonald's is created by all employees.

Of course, you can also compare some of the differences between China and other countries to emphasize McDonald's emphasis on talent. At the same time, he cited some examples from other countries to illustrate the similarities with China, which can better emphasize how his chain standardized operation works.

Good Luck! Sinopec released a new "Corporate Culture Construction Outline", what are the main contents?

China Petroleum & Chemical Corporation Corporate Culture Construction Outline

(2014 revised edition)

Since 2011, the party group of the group company has put forward many new development concepts and determined new development goals, strategies and models such as marketization and internationalization. The company culture needs to be consistent with Adapt and support each other. At the same time, the Party Committee of the State-owned Assets Supervision and Administration Commission requires central enterprises to shape corporate culture with "corporate mission, corporate vision and core values" as the core, and enhance the ability of corporate culture to match corporate strategy. To this end, the party group revised the "China Petrochemical Corporation Corporate Culture Construction Outline" issued in 2009 to form this outline.

1. The importance of continuing to promote the construction of corporate culture

Currently, Sinopec is in a new stage of building a world-class energy and chemical company. It needs to inherit the "Love China, Revitalize Petrochemicals" On the basis of fine traditions, we will advance with the times, put more emphasis on marketization, internationalization, green, low-carbon and social responsibility, and further adjust and improve the connotation of the company's corporate culture to better give play to the leadership of corporate culture in the company's reform and development. and supporting role.

(1) It is conducive to unifying ideas and gathering strength.

Corporate culture has a good guiding function, which can enable cadres and employees to accept the same values ????in the subtle influence of culture, which is conducive to unified thinking and coordinated action, and is conducive to the company's development strategy and development model. Implementation and advancement will form a strong synergy to promote reform and development.

(2) Conducive to international operations.

In the process of international operations, cross-cultural management will promote communication between employees from different cultural backgrounds, help establish relationships of mutual trust and mutual respect, and achieve the goals of business philosophy and management models. ***knowledge.

(3) It is conducive to improving the level of corporate management.

Cultural management is one of the most effective management methods in modern organizations and an important way to improve corporate management. By orderly promoting the construction of institutional culture, special culture and grassroots culture, the level of corporate management can be continuously improved.

(4) It is conducive to improving the professional quality of employees.

With the continuous advancement of corporate culture construction, employees will gradually achieve conceptual recognition and behavioral development. Inspired by the corporate mission and driven by the corporate vision, through the cultivation of cultural concepts and the development of behavioral patterns, it is conducive to the formation of dedicated and efficient professional qualities among employees.

(5) It is conducive to improving execution ability.

Corporate culture has the function of motivating and uniting people internally. Understanding the corporate mission and pursuing the corporate vision is conducive to establishing a long-term driving relationship between employees and the company, encouraging employees to consciously and spontaneously work towards achieving the same goals and continuously improving execution capabilities.

(6) Conducive to shaping the corporate image.

Corporate culture is the internal foundation of corporate image and brand, and corporate image and brand are the external manifestations of corporate culture. Corporate culture will be spread to the outside world through business relationships, product and service delivery, etc., which will help the group company establish a good corporate image and brand.

2. Guiding ideology and basic principles of corporate culture construction

(1) Guiding ideology.

Inherit the fine traditions of the Chinese nation and petroleum and petrochemicals, in accordance with the requirements of core values ??advocated by the country, absorb and learn from the outstanding achievements of modern enterprise management and cultural management at home and abroad, and build a company that matches world-class enterprises and is in line with society. * A corporate culture that integrates the same values ??and has the characteristics of an international company.

Focus on cultivating the core value concept system that leads the company's reform and development; strengthen the construction of institutional culture, special culture and grassroots culture, and give full play to the leading and promoting role of corporate culture in the company's reform and development; pay attention to environmental protection and social responsibility, and shape a good social image of the company.

(2) Basic principles.

1. Derived from practice and leading development.

Persist in refining cultural concepts and management models from the practice of enterprise reform and development, and use advanced corporate culture to lead new practices in enterprise reform and development.

2. Inherit the tradition and keep pace with the times.

Inherit and carry forward the fine traditions and management experience of the enterprise, combine with the development requirements of the times, learn from the cultural management models of advanced domestic and foreign enterprises, and continue to optimize and promote the construction of corporate culture.

3. Highlight uniqueness and compatible personality.

On the premise of adhering to the unity of the corporate culture of the group company, respect the differences of member companies, cultivate and shape a characteristic corporate culture that conforms to the actual conditions of each unit, and realize the unique culture of the group company and the individuality of member companies Culture, the organic integration of local culture and overseas culture and complement each other.

4. Make overall plans and advance in an orderly manner.

Corporate culture construction is a long-term and complex systematic project. It is necessary to focus on the key tasks and outstanding issues of reform and development, identify the entry and focus points, and enhance the systematicness, pertinence and timeliness of the work.

5. The leader takes the lead and all employees participate.

Leaders at all levels are the advocates and promoters of corporate culture construction and must practice it and give full play to their role as demonstrations and leaders. All employees are the main body of corporate culture construction. They must continue to learn, practice and spread in practice, and jointly build and develop corporate culture.

3. The main tasks of corporate culture construction

(1) Cultivate the core values ??of the group company.

Values ??are the core and soul of corporate culture. Guiding all employees to recognize, identify with and consciously practice core values ??is the primary task of promoting corporate culture construction.

1. Corporate mission.

Sinopec takes “fueling a better life” as its corporate mission. We insist on taking human beings' yearning for a better life as the direction of corporate development, and are committed to providing more advanced technology, higher quality products and more considerate services to support social development; we adhere to the path of green, low-carbon sustainable development, Accelerate the construction of industrial structures and production methods that are conducive to resource conservation and environmental protection, and contribute to promoting the construction of ecological civilization; adhere to the development concept of win-win cooperation, so that the company can continue to grow and develop while bringing benefits to all stakeholders. well-being.

2. Corporate vision.

Sinopec’s corporate vision is to “build a world-class energy and chemical company that satisfies the people”.

——Committed to becoming an enterprise that satisfies the people. Sinopec should give greater emphasis to development quality and efficiency, technological progress, green and low-carbon, and people-oriented, strive to provide first-class products, technologies and services, demonstrate a first-class social responsibility image, and let employees, customers, shareholders, and society The public and people in the countries (regions) where we operate are satisfied, and we strive to become a highly responsible and highly respected great enterprise.

——Committed to becoming a world-class enterprise. World-class enterprises not only need first-class scale, quality and efficiency, but also first-class corporate management and social image, and more importantly, first-class marketization and international competitiveness. Sinopec must follow the standards of world-class companies and, through unremitting efforts, become an advanced company with standardized governance, efficient management, advanced culture, high degree of marketization, strong international operation capabilities, and world-class technology, talents and brands.

——Committed to becoming a green and efficient energy and chemical enterprise.

With energy and chemicals as the main business directions, we will do a good job in strategic layout and business structure optimization. While developing traditional businesses, we will continue to develop and efficiently utilize emerging energy sources such as shale gas, geothermal energy, and bioenergy, and develop new chemical materials. Promote the clean utilization of coal resources and become a green and efficient energy and chemical enterprise.

The above three aspects are organically unified, reflecting the requirements for enterprise development in the context of economic globalization, the essential characteristics of international enterprises, and the development trend of the energy industry. They are Sinopec Conscious pursuit of reform and development.

3. Core values.

Sinopec takes "people-oriented, responsibility, integrity, precision, innovation, and win-win" as its core corporate values.

People-oriented--people-oriented, develop enterprises. Starting from the needs of our customers and the public, we determine the development direction of the enterprise, develop first-class products, and provide first-class services. We regard employees as the main force of enterprise development, create conditions for their all-round development, and make employees live happier lives.

Responsibility - serve the country and the people, and benefit mankind. While fulfilling the responsibilities of state-owned enterprises and contributing to the country, they must simultaneously contribute to the country (region) where they do business and fulfill relevant economic, legal and charitable responsibilities; they must also fulfill the responsibilities of an international company, develop first-class products, and provide first-class services , strive to benefit all mankind.

Integrity - Keep your word and do what you say. Adhere to "every drop of oil is a promise", regard credit as the foundation of enterprise development, educate and guide every employee to be honest, tell the truth, do honest things, operate with integrity in accordance with the law, standardize operations, and establish a good reputation for the enterprise Brand image.

Refined - meticulous and rigorous, aiming for perfection. With strict requirements and meticulous attitude, we will develop a precise and rigorous work style among all employees, pursue intensive cultivation in production, careful calculation in operation, meticulous management and technical excellence, and strive to improve the level of production, operation and management.

Innovation - based on leadership and pursuit of excellence. Insert innovation throughout the entire process of the company's production and operations, vigorously promote innovation in concepts, systems, mechanisms, management, technology, products, services, etc., lead market development, create industry benchmarks, and achieve excellent quality.

Win-win - cooperation, mutual benefit, and common development. Adhere to openness and inclusiveness, cooperate sincerely, abide by and respect the laws, regulations and cultural customs of the country (region) where the business is located, absorb and integrate the excellent culture and advanced experience of the partners, help customers enhance value, and achieve a harmonious relationship between the enterprise and its stakeholders Common development, mutual benefit and win-win.

(2) Guide and promote system construction.

1. Promote the transformation of value concepts and ensure that system construction reflects cultural concepts. It is necessary to be guided by the new concept of corporate culture, revise and improve existing systems item by item, guide the formulation of new systems, and establish an institutional system that reflects cultural orientation, comprehensive coverage, and clear processes. All departments and units should sort out the existing culture, systems, etc., to ensure that they are consistent and complementary with the group level.

2. Promote the implementation of culture and ensure that core concepts become conscious behaviors of cadres and employees. Implement cultural concepts into the entire process of production and operation, implement them into the work of each employee, and use cultural power to enhance execution and competitiveness. Continue to improve and implement the "Employee Code" and "Regulations on Penalties for Employee Violations of Discipline and Violations" to guide and standardize the behavior of all employees with a consistent code of conduct.

(3) Promote special cultural construction.

Special culture includes the value concepts, behavioral norms, management models and other contents used by enterprises to guide the operation and management practice in a certain field of operation and management. Actively carrying out special cultural construction is an effective way for corporate culture to be integrated into business management practices and an effective way to improve the basic management level of enterprises. The group company will promote special cultural construction in stages and with focus, such as safety culture, environmental protection culture, quality culture, legal culture, integrity culture, etc.

(4) Enhance corporate image.

1. Unify the image and logo. Standardize the use of the group company's image logo and continuously enhance the value and influence of the logo.

According to the new connotation of corporate culture, the "Visual Identity Manual of the Group Company" shall be revised in a timely manner and used in strict accordance with relevant regulations to effectively maintain the overall image of the group company.

2. Strengthen brand planning. Based on the new connotation of corporate culture, we will strengthen brand strategy research, planning, integration and dissemination, standardize the use and management of brands and trademarks, give full play to the market influence and radiation of Sinopec’s brands and portfolio brands, and continuously enhance brand value.

3. Fulfill social responsibilities. By providing safe and reliable products and services to the society, striving to create jobs, paying taxes with integrity, and actively participating in social welfare undertakings, we will earnestly fulfill our corporate social responsibilities.

4. Pay attention to image building. Taking the opportunity to promote the new connotation of corporate culture, mobilize all employees to safeguard the corporate reputation as much as they care for their eyes, strengthen the positive publicity of the corporate image, maintain social and public relations, improve the ability to respond to emergencies, and create a good public opinion environment.

IV. Organization and implementation of corporate culture construction

The construction of corporate culture of a group company is a long-term process. It needs to follow the rules of corporate culture construction, step by step, persevere, and gradually deepen and advance. It also needs to follow the rules of corporate culture construction. Continuously adjust and improve with the evolution of the company's development strategy and changes in the operating environment.

(1) Key links.

1. Publicity and promotion. Use various publicity methods, set up special columns, and carry out lasting and in-depth publicity. Produce relevant slogans, courseware, and advertisements, incorporate them into training courses, and focus on strong publicity and implementation for 1-2 years to ensure that the core values ????are absorbed into the brain and heart. Select typical characters, tell good corporate culture stories, and guide employees to consciously practice core values.

2. Overall advancement. Promote the construction of institutional culture and behavioral culture, and improve the group company's business processes, rules and regulations and behavioral norm systems. Standardize the use and management of brands and trademarks. Promote special cultural construction, strengthen overseas corporate culture construction, and form a relatively complete corporate culture system of the group company.

3. Consolidate and improve. Carry out the selection of corporate culture construction demonstration units and cultivate a number of corporate culture construction demonstration sites. Investigate and summarize the status of corporate culture construction and formulate new work plans.

(2) Formal carrier.

Carry out corporate culture construction activities with distinctive themes and various forms, summarize and promote corporate culture construction experience, and guide employees to consciously practice core values. By providing high-quality products and services, we plan and carry out social welfare activities, strengthen brand promotion, and display and spread the corporate image of Sinopec.

(3) Safeguard measures.

1. Organizational guarantee. Under the leadership of the party group of the group company, we have established and improved a working system that includes overall planning by the corporate culture department, division of labor by relevant departments, and timely feedback. The main leaders of the party and government of each unit are the first persons responsible for the construction of corporate culture and must implement various tasks of corporate culture construction in a timely manner.

2. Mechanism guarantee. Build corporate culture in accordance with the basic requirements of corporate management. Continuously improve the core value concept transformation mechanism and integrate advanced concepts that are conducive to corporate sustainable development into the company's system; gradually establish and improve the corporate culture construction evaluation mechanism, focus on process management, and incorporate corporate culture construction into the company's performance appraisal system; improve corporate culture Build a communication mechanism and learn from the excellent achievements of corporate culture construction.

3. Talent protection. The construction of corporate culture is highly theoretical and professional. It is necessary to speed up the training of talents for corporate culture construction and improve the level of corporate culture construction through special training, inspections and exchanges.

4. Funding guarantee. The group company and each member unit must set up special funds for corporate culture construction and include them in the annual budget to provide necessary financial support and material guarantees for corporate culture construction. Do you know the corporate culture of Qingdao Haina Human Resources Company?

It is integrity, innovation and efficiency. I hope my answer can solve your problem.