We all know that corporate culture is very important for enterprises, and the corporate culture of large enterprises has a lot to learn from. I have compiled Alibaba's corporate culture for you, hoping to help you.

How does Ali do orientation training?

After new employees enter Ali, they will go through three training sessions. The first is full-time training for 27 days after employment. During these 27 days, new employees will be exposed to three types of training: cultural system, product knowledge and skill mentality, and the proportion of these three types of courses is 42%, 28% and 30% respectively.

New employees will receive 3-6 months of integration training after taking up their posts. Generally speaking, on the first day of employment, new employees will be introduced to team members, and a team dinner will be arranged within one month. Next, after one year, three years and five years, there are different training contents.

Ali's talent view firmly believes that many white rabbits are actually misplaced stars, so the most important part of Ali's talent training is job rotation.

Ali's Five Tools for Building Culture

Alibaba mainly uses five tools when building corporate culture.

First, cultural props. Alibaba will use some "stories" to connect employees' hearts and manage employees' hearts by borrowing things. For example, all employees of Taobao should learn to stand upside down, and Taobao hopes that employees can look at problems from another angle at work.

Second, preach. Ali believes that the promotion and transmission of values need to form a certain communication mechanism within the enterprise, and employees should not be guardians, but should become preachers. For example, Ali's management of old employees, a noteworthy detail is that in Ali, only old employees over five years can wear orange badges. This badge is only for the length of service, not the position. This is the honor and respect that Ali gives to the old employees, and also encourages the old employees to actively spread the corporate culture.

Third, the synergy between system and culture. Ali believes that a culture without institutional guarantee is empty, and a system without cultural support is weak. For example, to expel a person who has seriously violated the rules, Ali's general practice is to restore the original truth to employees within a certain range, instead of letting rumors continue to spread.

Fourth, the fixed ceremony. May 10 every year is the collective wedding day of Ali Group. No matter how busy he is, Ma Yun will personally preside over the wedding. In fact, May 10 is of great significance to Ali, and it is the day when Ali defeated SARS. In addition to group marriage, this day is also Ali Open Day. On the open day, Ali employees can take their families to work or their pets to the company. More interestingly, at the staff meeting in 2009, Ali executives collectively performed a drama-Snow White under the leadership of Ma Yun, and now the photos of Ma Yun, which are widely circulated on the Internet, came from this performance.

Fifth, the story spreads. Every manager in Ali should be the discoverer, collector and disseminator of the story. After new employees join the company, they usually hear several stories, some of which are hard to start a business and some are hard. In addition to telling stories, Ali will also make videos of his employees' stories to inspire other employees.

Encourage job rotation

In Alibaba's management system, it is particularly sensitive to talents. Alibaba has its own talent inventory system, that is, 30% has the most potential, 60% has the average potential and 10% has no potential.

Alibaba's most well-known talent management is to encourage job rotation, which means that an employee's ability is not determined by one supervisor, but the result of evaluation by multiple supervisors, so that employees can get a relatively fair evaluation. The inventory of Alibaba employees is carried out at any time. Supervisors can evaluate employees every day and even record specific events, and each time they change supervisors, they will get an evaluation.

Every year, 20% of Alibaba's people are rated as excellent employees, and this ratio is strict. An excellent employee of an enterprise, the proportion of 20% is the most appropriate. These 20% employees will become the positive energy of the company, which will affect 60% people to follow.

At the same time, the income gap between excellent employees and ordinary employees has set a great gap, encouraging 60% of employees to rush forward, and the whole talent system has formed a countercurrent, leaving no hotbed for employees who are not enterprising. In addition, this gap also encourages the best employees not to cheat.

On the contrary, once an enterprise has 15% employees with negative energy, it will be very dangerous. The proportion of employees with negative energy must be controlled within 10%, and the 5% employees with the most negative energy should be killed in time.

Trust employees

Alibaba, who goes to work at 9: 00 every day, the most crowded elevator time appears between 9: 30 and 10. In Alibaba, employees are not forced to punch in, which is why Ali employees can still be seen in cafes and gyms during working hours.

"Corporate culture is a habit, and corporate culture is finally implemented in behavior." Teacher Jia believes that "in enterprise management, hard things should be managed by soft things, and soft things should be managed by hard things." Culture is soft and behavior is hard. "

Just like Tai Chi advocated by Ma Yun, it pays attention to the harmony of Yin and Yang.

Perhaps in most people's minds, the corporate culture of private enterprises is mostly decided by the boss, but in Alibaba's management, they follow the principle that "corporate culture is reflected in employee behavior and needs to give play to the strength of the group." This is why the BBS of Alibaba Group has become the most important cultural position of Ali.

In the management culture of Alibaba Group, it is very important to trust employees. The company is not sensitive to employees' lateness, including a brief review process, which is behind the trust in employees.

More specifically, Alibaba provides free dinners for employees who work overtime, but they don't need superior approval to enjoy free dinners. Of course, a free meal that does not require auditing will naturally be eaten by people. When Alibaba's management philosophy is to choose to trust employees, "If you eat every day and don't work overtime, people will naturally say you". Another benefit that does not need to be audited is that as long as employees are pregnant, each person can get two maternity clothes. "Corporate culture is to believe in employees and believe that employees are very important corporate culture.

develop

Anyone and anything that conflicts with corporate cultural values will be eliminated by Alibaba's decision-making level.

Alibaba has experienced numerous twists and turns from a small company with 18 people to today's "the largest retail trading platform in the world".

Many old employees have left Alibaba. However, the "eighteen arhats" who started their business with Ma Yun not only stayed, but also became senior managers in important positions of the group and its subsidiaries, and some of them also entered the list of Alibaba partners.

It is no exaggeration to say that without a stable core team, this Internet company may not be able to survive the financial tsunami in 2008 and maintain a good development momentum.

In Ma Yun's view, this is mainly due to Alibaba's unified values.

Of course, Alibaba's values construction does not rely on slogans and slogans, but should be integrated into the modern enterprise management system.

Passion, dreams and loyalty alone are not enough to maintain values, which was realized by the "eighteen arhats" at the beginning of Alibaba's founding.

Cai Chongxin, Alibaba's partner and vice chairman of the group, made great contributions to this.

At that time, Cai Chongxin gave up his high salary and joined the fledgling Alibaba, which brought advanced modern enterprise management concepts to Ma Yun and other partners, prevented Alibaba from becoming a family-owned enterprise, laid the foundation for Alibaba's international development, and truly implemented the values advocated by Ma Yun.

Whenever the company is confused, Alibaba will engage in a "rectification movement" to reunite everyone's understanding.

Any decision has advantages and disadvantages, sometimes it is not worth the loss, sometimes it is not worth the loss.

Trying to maintain the former situation is the significance of the company's decision.

However, when making decisions, decision makers often make mistakes of one kind or another, which leads to "stupid tricks" and poor business management.

One of the common mistakes is to make a decision that conflicts with the company's values.

Enterprise values reveal the direction of enterprise efforts and are the general source of various strategic plans, principles and policies, organizational structures and human resource management systems.

Alibaba Group's mission is to "make the world have no difficult business". Taobao and other software developed by the company are based on helping customers (small and medium-sized enterprises) to make their business simpler and easier.

This is the fundamental values on which Alibaba Group made its decision.

Ma Yun said: "All the organizational structures of Alibaba, including the establishment of these seven companies and the establishment of Ali College, are closely related to our mission and values, and our' no policy can violate them. We must abolish any policy that runs counter to our values and mission.

It is because of this set of values, mission and culture that today's Alibaba was born. This is the first principle for Alibaba to make decisions.

However, it is not easy to stick to this point. The formation of enterprise values needs a process, and it is not stereotyped at the beginning.

Therefore, in the process of starting a business, Alibaba explored and summarized, making the company's strategy and values clear bit by bit.

Making money is the business purpose of all enterprises, but it is not the general goal of all enterprises.

Because the profit models of companies in all walks of life are very different, if everything is just for money, regardless of management methods, it is like monkeys picking corn, and nothing can be done.

Therefore, a clear-headed company will first find its own development direction, operate its business along relatively clear policies and routes, and make money more efficiently and stably.

This development direction can also be called "corporate mission".

Corporate mission is the general goal of a company's development, just like the constant positioning of Polaris.

The development policy of keeping pace with the times derived from the corporate mission is like the Big Dipper revolving around the North Star. Polaris and the Big Dipper are the basis for ancient navigators to identify their directions.

Then, the meaning of corporate mission is exactly the same for company managers and all employees.

Companies that don't pay attention to corporate mission often lack cohesion.

Employees do not have the same goal, but passively operate according to the assessment requirements. When the old and the new alternate, the excellent experience of the old employees cannot be effectively passed on, and the new employees also go their separate ways.

To this end, Alibaba always requires all employees to memorize the company's mission, and old employees should also play the role of "mentoring" and pass on the company's mission and values to new employees.

This practice is to maintain the unity of values and let all kinds of talents work towards the same big goal.

It is no exaggeration to say that it is precisely because all employees of Alibaba can adhere to the corporate mission of * * * and follow the corporate cultural values of * * * that Alibaba can maintain a high degree of cohesion while rapidly expanding its scale without becoming slack.

Alibaba team summed up nine values: team spirit, mutual learning, quality, simplicity, passion, openness, innovation, concentration, service and respect.

Since then, Alibaba has attached great importance to the construction of values.

With the passage of time, Alibaba Group has summed up the essence of its value in constant changes, and finally formed six core concepts: customer first, teamwork, embracing change, honesty, passion and dedication.

"Customer first" means respecting customers and taking customer needs as the starting point.

"Embracing change" is a combination of openness and innovation, and actively seeking change is the main means to win future opportunities, so as not to be eliminated by the escalating Internet industry.

Honesty, passion and dedication are the constant requirements of every enterprise, but Alibaba is very strict with them.

Ali link: smiling face culture, martial arts culture, handstand culture

Smiling face culture means that all employees go to work with smiles.

In order to promote the smiling face culture, Alibaba even designed its own Logo as a smiling face.

The birth of this corporate culture is to make the company better adapt to the Internet era.

Life in modern society is under great pressure, especially in the ever-changing Internet industry.

Both product development and marketing promotion in this industry need creativity, and conceiving creativity will definitely increase the mental consumption of employees and keep them in a state of high tension and busyness for a long time.

However, creativity is not something you can get by thinking hard. It is useless to be nervous and relaxed blindly. Only by relaxing can employees maintain a comfortable mentality and give full play to their intelligence.

When doing Taobao website, founder Chai Dong chose Wei Xiaobao as his nickname for Taobao.

After other employees saw it, they also used the characters in Jin Yong's martial arts novels as nicknames, and pasted the martial arts names such as Peach Blossom Island and Heimuya all over the company.

So from Taobao, martial arts culture spread all over Alibaba Group.

Inside Alibaba, the core technology research project group is called "Dharma Institute", an office of the group headquarters is called "Guangmingding", and another is called "Chivalrous Island". Therefore, the company meeting was also dubbed as "the gathering on the top of the light".

Alibaba executives also have their own names. For example, Ma Yun's nickname is Feng Qingyang, Lu Zhaoxi's nickname is Temujin, and Shao Xiaofeng's nickname is Guo Jing.

When Taobao celebrated, Alibaba employees called it "Wulin Congress", and the company also disrupted the usual affiliation, allowing employees to join various gangs according to their flower names and compete for the title of "the best gang in the world".

These Internet-rich practices have deeply branded the martial arts culture in the hearts of every Alibaba employee, promoted communication and interaction within the company, and provided good details for the implementation of smiling face culture.

The inverted culture is even more incredible.

Taobao has special standards to test whether Ali newcomers are qualified.

That is to let new employees learn to stand upside down during a week-long training, which is also part of the training assessment.

This strange custom actually contains three meanings:

First of all, handstand is a simple way of exercise, which helps to maintain a healthy working condition.

Secondly, helping people who can't stand upside down learn to stand upside down is a process of cultivating others' teamwork spirit.

Third, handstands can make people look at the world from another angle. When people have different feelings, they often open their minds and produce new ideas.

On the surface, handstand culture is a whimsical ceremony. In fact, it broadens employees' horizons, enhances employees' perseverance and stimulates employees' innovative thinking through personalized activities.

Through this form, Alibaba employees have overcome psychological barriers and experienced the sense of accomplishment of challenging themselves.

In this way, employees will be more centripetal force to the company.

Smiling face culture, martial arts culture and handstand culture are three important components of Alibaba's corporate culture. They complement the company's nine spirits and six core values, and form Alibaba's cultural value system.

These intangible assets play an important guiding role in the construction of Alibaba's human resource management system.

Corporate culture refers to the values observed by the whole company, which contains a large number of codes of conduct.

For enterprises, corporate culture is like a banner. Where the banner points, all employees go.

Any company that aims at long-term survival will create its own corporate culture, otherwise, when the company encounters difficulties, it will have no cohesion at all.

On the surface, human resource management is purely technical, and real management tools are more reliable than intangible corporate culture.

In fact, this view is one-sided, because a company's human resource management system is a concrete extension of its corporate cultural values, in other words, what kind of banner is used to unite what kind of talents.

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