The Eight O'Clock Habit

Who this book is for

Người làm nhân sự ở doanh nghiệp vừa và nhỏ Việt Nam: chuyên viên nhân sự tổng hợp, trưởng phòng nhân sự một hai người, hoặc quản lý hành chính kiêm nhân sự ở công ty từ hai mươi tới vài trăm người; tự lo từ tuyển dụng, hợp đồng, chấm công, bảng lương tới đào tạo, và thường báo cáo thẳng cho giám đốc.

Sound familiar?

• Value slogans hang on the wall but nobody uses them at work.
• Meetings always start fifteen minutes late and everyone is used to it.
• New hires learn the culture through gossip, not guidance.
• The culture programme is one outing a year.

Each chapter answers one question

1. Chapter 1: Is culture on the wall, or at 8 a.m.?

   What happens every day at my company that nobody decided?

   Real culture shows up in what is repeated every day.

2. Chapter 2: Who actually lives by values that only sound good?

   What does each of my company's values look like in a working day?

   A value is only useful when it can be written as visible behaviour.

3. Chapter 3: If managers keep old habits, what can staff change?

   Which habit do I want to change first?

   Changing culture means changing one habit at a time, starting with managers.

4. Chapter 4: Is culture lost at work, or at hiring?

   Is company culture present in hiring and performance reviews?

   Culture is kept or lost at hiring and at review time.

5. Chapter 5: Do employee surveys build trust, or fatigue?

   How do I ask employees for their views and show them the results?

   Surveys are only useful when employees see something change afterwards.