This week\u2019s episode shares thoughts from an\u00a0interview with The Korean corporate culture. \u00a0I have attached a link to a PDF version. Take a few minutes and read. BTW\u00a0The article appears in this week’s Print Edition as well in the Digital version…. Circulation 4.5 Million paper\/ 2.5 million Digital …<\/p>\n
The Article paints the Korean workplace as softening…. And I agree this is true at Hyundai Capital as they cite… and I feel Capital is perhaps one, if not the leader in crafting less restrictive and innovative workplace in Korea\u2026<\/p>\n
This said, and not a surprise for my viewers and readers, is how the article– in probing deeper–how many Korean companies in contrast have gotten tougher on staff \u2026 in fact it\u2019s my point of view that this is more dominate force today in the Korean workplace especially in overseas operations, than a softening \u2026.<\/p>\n
Don Southerton, who advises South Korean businesses on how to manage their foreign operations, says many have been \u201cgoing back to basics\u201d since the slowdown in China and other big emerging markets. Their Korean staff have reverted to working longer hours and straining to hit short-term targets, under pressure from the bosses back in Seoul.<\/p>\n
The article adds some companies (code word for the major Groups) in Korea appear \u201cto be tightening the screws,\u201d \u201cmaking them stick to a strict lunch hour,\u201d or \u201casking them to arrive at the office an hour earlier.\u201d<\/p>\n
All in all, I feel The Economist article reflects an ever-changing Korean workplace, one I share in mentoring, coaching and crafting a strategy to overcome the challenges.<\/p>\n