Building corporate culture: It's not just about the HR department

TheLEADERThe fact that the human resources department (HR) is responsible for the entire success of the corporate culture building process without the companionship, support, contribution, participation and interaction of all departments and teams makes for projects to build corporate culture that seem to have reached a dead end or formed a faded culture.

MSc. Nguyen Thi Hong Ngoc, Operations Director of John&Partners Education and Consulting JSC

Corporate culture is the characteristics, personality and also the "summary" of the values, traditions, interactions, behaviors and attitudes of members in a business.

One of the keys to business success is having a strong culture built on a common set of beliefs and values, supported by strategy and superstructure.

When an organization has a strong identity culture, the entire team knows how top management wants them to react in any given situation, they know that the expected response is correct and believe it. that they will be appreciated and rewarded for their contribution and true expression of the values of the organization.

As trust and values are widely shared and firmly maintained, trust in the team increases, people collaborate more, and decision-making becomes fast and efficient. Thereby improving the overall performance of the organization and providing a strategic competitive advantage as well as improving the customer experience.

That is why businesses are very interested in building a corporate culture bearing their identity. That identity is clearly reflected in the superstructure to the infrastructure when building and operating the business, implementing the strategies and business models set out.

However, one of the mistakes many businesses make is that the implementation of building corporate culture seems to become the main concern and responsibility of the human resources (HR) department after being oriented from the top management. leader.

The fact that HR is responsible for the entire success of the process of building corporate culture without the companionship, support, contribution, participation and interaction of all departments and teams makes construction projects difficult. Building corporate culture seems to have reached a dead end or forms a blurred, inconsistent culture that does not bring a common message and has not guided everyone to the same value and behavior system.

In more than 10 years of consulting businesses, from restructuring, building strategies and business models to building systems, processes, and corporate culture, we have become very familiar with the image of the office. Human resources always try to urge everyone to participate in the project, design communication programs, messages, organize team-building trips, meetings. However, everyone in the room takes care of their daily professional work.

The sales department is busy with customer meetings, preparing bids, signing contracts. Marketers are engrossed in advertising media campaigns. The production team is concerned with reducing waste, ensuring productivity and safety in the factory…

That is why one of the reasons why building and maintaining a corporate culture fails is the lack of leadership commitment and involvement of relevant departments.

Of course, no one can deny the great role and influence of HR on programs to build corporate culture. Behind the leadership's orientation and commitment, the role of HR is not small in building corporate culture.

From the perspective of HR, because it is related to the team and internal communication, the whole operation cycle of HR has a strong impact on helping to form and affirm corporate cultural identity.

HR will support departments to recruit individuals whose values and attitudes and behaviors are consistent with common cultural values, while recognizing small differences to have a roadmap for transformation, training and development. develop for them.

HR also helps develop income and welfare policies aimed at encouraging corporate behaviors and cultural values. HR also plays the role of listening, understanding and connecting the team through many common activities that businesses organize.

Building a corporate culture requires the commitment of leaders and the participation of relevant departments.

Such is the great influence and role, but grandparents have a saying "if you have a large hand, you should clap" or "a tree can't be young". A human resources department in a large company with a few dozen people and in a small company with a few people is only a small part of the vast majority of the team. Not to mention in today's new era, many HR services are assigned to external contractors (outsourcing), such as reception, housekeeping, drivers, salary, bonus and welfare payments, the human resources under HR is even less meager.

Therefore, the fact that HR department alone deploys to build corporate culture with leaders without the companionship of other departments will lead to many other mistakes. And a permanent sadness for HR is "hundreds of mulberries pour silkworms' heads", which leaders sometimes criticize "this company has no culture because of HR".

Businesses often make six main mistakes in building and maintaining a corporate culture.

One is the lack of team commitment that leads to inconsistent and inconsistent performance, especially leadership commitment.

Second, core values, codes of conduct, regulations on systems and processes, and expectations about building a suitable image for the common culture are not understood in the same way because of the lack of interaction and internal communication. least.

The third is to think locally, not towards the common goal of a culture imbued with identity.

Fourth, it is easy to become negative when encountering obstacles, difficulties in the implementation process and not persistently moving forward.

Five is short-term thinking, serving short-term goals.

Six is not to start from the superstructure, such as vision, mission, core values, culture of conduct (COC) and corporate strategy.

The online forum "Building corporate culture" organized by John&Partners Education and Consulting Joint Stock Company aims to bring real stories about difficulties, challenges, detailed steps to build and develop. Declaring corporate culture from the perspective of consultants and senior management of the enterprise.

The event takes place at 7pm on June 25, 2021 through the Zoom online conference platform with 3 main parts: overview of corporate culture, steps to build corporate culture, sharing of real cases. about corporate culture at PVComBank, how to turn the leader's strategy into a corporate culture that everyone accepts to implement.

(*) MSc. Nguyen Thi Hong Ngoc is the Managing Director of John&Partners Education and Consulting Joint Stock Company

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