IMPLEMENTATION OF CORPORATE CULTURE IN THE STRATEGIC AND HUMAN RESOURCES MANAGEMENT SYSTEM OF MEDIKER YUK ORGANISATION

Abstract

The development of corporate culture in the organization Medicare UK represents a large body of work. In this regard, advanced companies introduce corporate culture managers into their structure. The analysis of job descriptions of this category of employees, available when reading the vacancy on specialized hr-sites, allowed us to identify the following functions: development and implementation of the corporate culture development strategy; participate in the development and implementation of the company's medium and long- term strategy, ensuring effective engagement of key employees; analyzing and developing strategic recommendations to improve the company's performance; develop initiatives, including research and diagnostics (e.g. annual employee engagement survey and interviews), to maximize the engagement of all employees and increase the organization’s commitment to the corporate culture; developing a job structure; development of innovative methods and procedures related to recruitment, selection and adaptation of employees; succession planning and succession procedures; develop measures to foster a performance culture throughout the organization through the oversight and ongoing development of performance analysis and development; ensuring that learning and development of employees is strategically linked to the needs of the organization and aligned with performance analysis and business planning processes; developing and updating employee training programmes based on analysis of the company's performance; developing policies and procedures to maintain and develop the corporate culture of the company's employees.

The specified functionality at the time of assessment of the current situation of Medicare UK was absent in the job descriptions of employees of structural divisions. Taking into account the need to have a responsible person for the development of corporate culture of an employee in the structure of the company, we proposed to introduce the position of corporate culture manager.

The key figures influencing corporate culture and team spirit are managers at all levels. In this regard, we organized training for managers. The aim of the training programme was to develop a common vision for the development of the corporate culture of employees, to achieve an understanding by all participants of its importance and impact on the company's business results.

The programme included the following questions: What is corporate culture? What are the components and goals of corporate culture? Who is responsible for corporate culture? Signs of a bad corporate culture. What are the 4 types of corporate culture? 5 benefits of a strong corporate culture. What are the problems of corporate culture? 7 aspects of a good corporate culture.