현대제철 통합보고서
Performance
Society
Human Resources Development3.3.2
Hyundai Steel remains committed to building a better working environment and providing a wide range of benefits as part of creating a flexible corporate culture.
In addition, through our personnel management regulations, we are disclosing the basic principle of diversity that ‘in the operation of a personnel system covering recruitment, retirement, promotion, etc., we ensure that discrimination does not occur due to factors such as gender, race, ethnicity, country of origin, nationality, or cultural background.'
Moreover, we are focused on developing talented employees though systematic training programs designed to maximize individual potential. We will continue our efforts to build a good working environment in order to enhance the performance of our employees, and strive to ensure the growth of our employees leads to the growth of the Company.
Ideal employee
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ChallengerChallenges the status quo and pioneers new and uncharted paths
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CreatorTackles change with a proactive and creative mindset
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SpecialistWorks to be the best in their field with expert with expert knowledge and competence
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CollaboratorFosters camaraderie to build a great work place
HRD Mission
Develop outstanding employees with competence and character
HR Development Direction
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Develop innovative leaders who create new values
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Develop leaders with world-class expertise
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Promote a culture that prizes relentless curiosity and supports self-directed growth
Talent Recruitment
Hyundai Steel has adopted a year-round recruitment system in order to attract talented and qualified applicants. Each division has its own recruitment plan, and cross-checks its screening results with the head office to ensure transparency in the recruitment process. This system has enabled us to reduce the social cost of applicants acquiring unrelated credentials, expedite recruitment process, and improve job satisfaction for our new recruits as well as existing employees. In addition, we have implemented a policy, in accordance with the law, to support the employment of individuals in the socially vulnerable groups, including veterans. Going forward, we will continue working to boost engagement among new employees and reduce turnover by optimizing our recruitment selection process and assigning new employees to departments that match their individual needs.
Improved Performance Evaluation and Promotion System for General Employees and Researchers
Hyundai Steel has introduced a new system aimed at building trust with employees in terms of performance evaluations and promotions, improving our corporate culture and strengthening our capabilities.
In this regard, a talent selection system centered on performance was introduced. To ensure fair evaluation, all employees' performances are set based on detailed targets and evaluated by comparison within their peer groups (employees in the same rank). Also, reasonable criteria, not seniority, are adopted to determine promotions, such as the expansion of multidimensional assessments for senior managers and above.
Furthermore, we are minimizing one-size-fits-all standards by introducing evaluation criteria tailored to the characteristics of each department, while optimizing the criteria according to the required competencies and expected roles of each value chain. In doing so, we are able to select the right person for each department while increasing employee satisfaction with our HR system.
Employee Statistics
As of December 31, 2020, Hyundai Steel has 11,544 employees with an average length of service of 12 years. We employ 246 employees with disabilities and 334 veterans. Across our overseas subsidiaries, we have 497 employees in Asia, 236 employees in America, and 230 employees in Europe. In management, there are 264 women, accounting for 8.1% of total management positions. Women and men are paid at the same rate, whether in a management position or not, as base pay is determined by job rank and seniority.
Company-wide Job Rotation System
Hyundai Steel has reorganized a job rotation system across the company to enable employees to grow their organizational and job experience, and to break down departmental silos. First, we expanded mandatory rotation to more employees and strengthened the rotation incentives related to appointments and promotions. In addition, we applied different polices depending on whether deepening expertise or diversifying experiences is more important. In the future, we will use the rotation system to enhance understanding among organizations, while establishing an internal culture of collaboration that fosters future leaders with diverse job and product experiences.
Non-Contact Recruitment Implementation
Hyundai Steel initiated a non-contact recruitment system in 2020 as the COVID-19 pandemic prevented on-site recruitment. The entire screening process was conducted online. The paper-based Hyundai Motor Group Aptitude Test(HMAT) was replaced with Computer Based Test(CBT) and AI screening. Interviews were organized through videoconferencing. In addition, as security and identification procedures are important in the non-contact recruitment process, applicants were requested to sign information protection agreements and preliminary calls with applicants were organized. These new measures enabled us to streamline processes for the applicants and reduce recruitment costs.
Implementation of New Reward System
Hyundai Steel provides a range of employee reward programs aimed at building a company culture of innovation and pioneering spirit. The previous system of year-end rewards has been replaced with a year-round system, which gives authority to each department to provide rewards independently. Under a special reward system established in 2020, employees with ideas that contribute to cost savings or improved profitability have the opportunity to receive rewards as a long-term incentive, a system we plan to continue. We anticipate the newly introduced reward systems will serve to increase motivation among employees and help build a healthy corporate culture.
Organizational Culture
To realize a horizontal corporate culture, Hyundai Steel implements a variety of initiatives to boost employee morale and is improving our approach to work by holding corporate culture sessions and taking active measures to improve reporting methods. We obtained the Family Friendly Company Certification by fostering family-friendly corporate culture and operate leave programs, such as 'Leader's Insight' and 'Refresh' in an effort to guarantee work-life balance. Furthermore, under the government's 52-hour work week policy, we are implementing a range of policies to ensure that employees do not exceed the legal limit, such as a PC control program to remind employees about their work hours. We also operate on a flexible work schedule system.
Remote Real-time Online Learning through 'Home Learn'
Hyundai Steel has developed and implemented a non-contact, remote training tool called 'Home Learn', as an alternative to cancellation or delays in all training sessions due to the COVID-19 pandemic. 'Home Learn' is a safe remote videoconferencing solution that ensures the effectiveness of in-person learning with a group.
In 2020, 3,012 employees participated in 'Home Learn' in place of in-person training sessions, and this reduced indirect training costs(lodging, food, transportation, etc.) for the year by KRW 150 million. In addition, with no time lost on traveling to a training facility, around 8,000 working hours were saved across the company. About 30% of our employees participated in the program, and with the positive feedback on the new method, the program will continue even after the pandemic with new, tailored content.
Building Infrastructure for On-demand Learning Content
Hyundai Steel puts in place on-demand video content infrastructure that enables our employees to learn at any time. This pool of contents includes 'Steeltube' for learning basic knowledge about the steel industry and the company 'Biztube' to cultivate employees professional knowledge and 'HMG Prime' for expanding business perspective of team leaders and executives, enhancing the leadership competitiveness of the senior managers and senior researchers.
Furthermore, in line with the changes brought by year-round recruiting and training culture, our onboarding training has been moved partially online, using content produced in-house so that we can enhance the efficiency of training. Also, team leaders training, which was conducted as an online live Home Learn program, was made available to all employees as needed. In 2020, our real-time learning content was viewed 22,990 times. In 2021, we will establish an on-demand learning academy to enhance our non-contact, on-demand content.
| Training | Contents |
|---|---|
| Steeltube | Introduced a section on "In-depth Knowledge" to the existing four sections that include basic knowledge, steelmaking process, product manufacturing process, and product applications, thereby expanding the course to five sections and 56 videos. |
| Biztube |
The latest content and updates to learning materials in the areas of business, economy, the humanities and society Recommended and provided content to employees |
| HMG Prime | Provides an on-demand learning environment via web/mobile |
Introduction of Paperless Electronic Approval System
Since October 2018, Hyundai Steel has been implementing an electronic approval system through the 'Work Smart Campaign'. After a trial phase of eight months, the electronic approval system led to remarkable improvements in efficiency at offices, including a 60% reduction in document printing. Unnecessary document printing has been reduced and decision-making have become more efficient, with a significant reduction in multi-step face-to-face approval processes, and elimination of old-fashioned document-signing folders to minimize preliminary reporting. The electronic approval system has also improved work efficiency by enabling collaboration and reporting despite social distancing in the COVID-19 pandemic. We will continue to address inefficiencies caused by restrictive, outdated practices and implement 'smarter' ways of working.
Measuring Training Feedback and Improving Analysis Efficiency
To analyze and manage the results of training more efficiently, Hyundai Steel has unified all items on the training feedback survey, beginning in 2020. This has made it easier to conduct a comparative analysis1) of each training area. In addition, we use the measured qualitative and quantitative data to conduct an in-depth analysis of the training's effectiveness. The assessments serve as a reference for future curriculum. Specifically, we review the Net Promoter Scores(NPS)2) of training participants and use our findings as the benchmark for the effectiveness of the sessions. Quantitatively, NPS is a value between -100 and 100, and an NPS above 20 is considered positive. The average NPS of our training sessions in 2020 was 30.4. Going forward, we will use NPS to systematically analyze the results of our training and continue to make improvements.
- 1) Suitability of material, expertise of instructor, applicability to job, etc
- 2) Net Promoter Score: Measures willingness to recommend the course to others on a scale of 1 to 10, with the scores removed for 'promoters'(9~10)and ‘detractors' (0~6)
Training on Human Rights and Retirement Preparation
As part of efforts to build a fair and transparent organizational culture and promote a healthy working environment, Hyundai Steel has included mandatory compliance training in our onboarding program for newly promoted team leaders and new employees since 2017. In particular, we are using e-learning and group sessions to train all employees on the prevention of sexual harassment and disability awareness as part of our leadership in building a healthy workplace culture. In 2020, we continued to provide training on 'Preventing Workplace Harassment', a program launched in 2019, to further advance our corporate culture. In addition, Hyundai Steel is providing education for retiring employees as they plan a new chapter in their lives. In 2020, we conducted courses for 194 participants across four categories: preparing for retirement, planning a new life, goal-setting and running a business. We plan to continue these sessions for retiring employees in 2021.
Individual Development Process(IDP)
Since 2019, Hyundai Steel has been pursuing the quantitative and qualitative expansion of training through the Individual Development Process(IDP), which systematically supports employees in their career development and growth. Through this policy, all employees are able to plan their development path in accordance with their duties and roles. Additionally, team leaders take active part in employee development by providing extensive support and feedback, while also managing the entire process through quantitative data.
In 2019, the IDP was reflected quantitatively in team leader performance reviews. However, with the introduction of the absolute evaluation system in 2020, IDP performance was used as a reference indicator within an assessment section on the development of subordinate employees. Compared to 2019, a higher training participation rate was recorded in line with an increase in training performance(number of sessions). In 2017, the training performance was only 1.7 sessions a year on average, but with the implementation of the IDP, the figure continued to rise, and by 2020 it had doubled to 4.4. In 2021, the standard of the IDP system will be measured by the number of sessions to number of hours, which will help determine the quantitative and qualitative differences among the training sessions.
Per capita performance vs. IDP plan
Per capita education performance from 2017 to 2020
Development of Leadership Training for Team Members(Managerial Level)
Hyundai Steel assess the level of leadership through yearly leadership competency test for those who have promoted as senior manager and senior researcher. We have created new leadership training for team members(managerial level) who need to enhance leadership abilities and developed three training courses on 'performance management', 'leading by example' and 'communication'. Unlike other leadership training programs, the courses aim to maximize capacity and achieve practical behavioral change through a systematic course taught over a span of six weeks.
The program is comprised of the following thematic courses: Acquiring Leadership Skills [Phase 1(two days)] → Taking Concrete Action [Individual learning(three weeks) + Phase 2(1 day)] → Establishing Leadership Direction [Individual learning(one week)] + Follow-up assessment]. Our managerial-level leadership training received the best NPS score among all of our training programs in 2020 at 62.2 points, which is more than twice the average of 30.4. In 2021, we plan to expand this leadership training to managers and research engineers to provide a foundation for all employees to take a leap forward and grow as future leaders.
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서울시 서초구 헌릉로 12 TEL 02) 3464-6114 FAX 02) 3464-6060
COPYRIGHT(C) HYUNDAI STEEL. ALL RIGHT RESERVED