Korean Enterprises: Success Or Failure Of Employee Relations

The success of many Korean enterprises depends on their emphasis on the research and development of new products, the localization of cutting-edge technologies, the full support of government policies, the support of the government, and the development of overseas markets in order to overcome the limitations of the domestic market.

It is undeniable that human resources management is an important factor that can not be ignored.

Most of South Korea's excellent enterprises, based on "talent first", have trained a large number of excellent talents through the establishment of internal training institutes or industrial educational institutions. Now the major business groups in Korea have adopted the scientific human resource management system; some professional and relatively large enterprises and small and medium-sized enterprises have set up corresponding personnel reserve system in order to have their own professional and technical personnel, or draw a certain proportion from sales volume, and continue to invest in education.

In addition, the dominant enterprises in Korea also attach great importance to overseas research and training of employees, so as to promote their self-development.

Li Bingzhe, the founder of SamSung group, believed in the belief that "no doubt, no use and no doubt" advocated the "top domestic treatment" for Samsung employees.

To this end, Samsung Corp has adopted an open recruitment system. Once recruited by a company, a new employee must receive thorough training from Samsung Corp, so as to make it a "star of Samsung" so as to achieve the goal of becoming a super class company.

Under the guidance of the entrepreneurial spirit of "enterprises as human beings", Samsung Corp has thoroughly implemented the principles of "competence", "suitable application" and "rewards and punishments".

In order to tap the potential ability of employees, apart from the establishment of SamSung group comprehensive training institute, the branches set up their own training institutes respectively, and carried out effective education and training for employees through overseas training and other forms.

LG group, through the establishment of the "Chairman evaluation committee", "personnel advisory committee", "talent development committee" and other institutions, to cultivate senior management personnel.

The successful Korean enterprises attach great importance to the unity and solidarity of the members of the organization. They are actively committed to creating an enterprise culture that can reflect their creative suggestions and opinions, and promote the responsibility of each employee, the love of society and the spirit of the master, thus forming a corporate culture of common style.

The "Orion family meeting" of Dongyang fruit company, the "Youth Council system" of Dongyang securities company, etc. is the system of directly listening to the staff's opinions and suggestions by the top operators of the company.