![\"progressive](\"http:\/\/www.songdoibdcitytalk.com\/blog\/wp-content\/uploads\/2018\/01\/11880576_10206420904094104_5178126772927928348_n-300x229.jpg\")
<\/a>Author Don Southerton<\/p><\/div>\n
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Even if a company implements a casual dress policy and does away with honorifics to facilitate communications, managers still won\u2019t listen to us.\u00a0\u00a0They are just old fogies in jeans. \u00a0<\/i>A junior manager, 2017 Survey Korea Chamber of Commerce and Industry and McKinsey Consulting<\/span>\u00a0 \u00a0<\/i><\/div>\n
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<\/div>\n
Chapter 1 A Progressive Workplace<\/div>\n
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In November 2015, I was asked by a journalist researching an article for\u00a0The Economist\u00a0<\/i>to comment on the Korean workplace. The journalist\u2019s premise as a foreigner was that significant change had already occurred.\u00a0\u00a0I shared two points\u2014first, office change was underway.\u00a0\u00a0The best example of a progressive workplace was a firm I knew well — Hyundai Capital Services, a financial arm for the Hyundai Motor Group.\u00a0\u00a0And two, due to stiff competition in Korea\u2019s key overseas markets, in lots of cases, I saw the opposite of a liberalization of the workplace. In fact, new stricter policies were in place.<\/div>\n
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These points shaped the article. Addressing the first point, the progressive Hyundai Capital, the article revealed some of their policies.\u00a0\u00a0I quote\u2026.<\/div>\n
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\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0MEETINGS to last no more than 30 minutes;<\/i><\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0junior staff allowed to speak freely with superiors;\u00a0<\/i><\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0a cut in bonuses for bosses whose teams do not take enough holidays.\u00a0<\/i><\/div>\n
\u00a0 \u00a0 \u00a0<\/i><\/div>\n
\u00a0My second point was that even though the new generation of workers sought change and companies\u2019 endorsed change, older generations remain in firm control, especially in their overseas operations. Again I quote\u00a0The Economist:<\/i><\/div>\n
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\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Don 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\u00a0and other big emerging markets. Their Korean staff has reverted to working longer hours and straining to hit short-term targets, under pressure from the bosses back in \u00a0Seoul.<\/i><\/div>\n
\u00a0<\/i><\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0More South Korean companies appear to be tightening the screws at home, too: a \u00a0portal, found that almost half felt their company was disciplining them more than\u00a0before: making them stick to a strict lunch hour, for example; or asking them to arrive\u00a0\u00a0\u00a0at the office an hour earlier; or in stricter dress codes.<\/i><\/div>\n
\u00a0<\/i><\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Relapsing back into old ways is unlikely to work, however, given the reluctance of younger employees to tolerate the strictures of the typical South\u00a0\u00a0\u00a0Korean workplace. Their expectations are \u201ctotally different\u201d from those of their parents\u2026<\/i><\/div>\n
<\/div>\n
Fast-forwarding three years to 2018<\/b><\/div>\n
Today, I do see a transition underway\u2014a lessening pushback, too. \u00a0 Companies have become more sensitive to work-life balance and many have broad mandates in place. Samsung and SK Group, as examples, have introduced a more simplified corporate hierarchy. Lotte Group has introduced stricter policies to support work-life balance including shutting down the company\u2019s computers after working hours and requiring male workers to go on paternal leave.<\/i><\/div>\n
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\u00a0<\/i><\/div>\n
More radical, workers are now boldly voicing publically concerns when policies are not upheld. Korean daily, Joongang News\u00a0<\/i>noted:<\/i><\/div>\n
<\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0When Kim Hyo-rin, 25, started her first job at a conglomerate, she soon realized that the company wasn\u2019t as progressive as she thought it would be.\u00a0
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u201cEven though my company practices flextime and has a 40-hour workweek policy, \u00a0our department boss always looks at us badly if we come to work after 9 a.m., even though I work the full 40 hours,\u201d said Kim.
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0When she started the job, Kim was optimistic about working at a company with\u00a0policies that seemed so worker-friendly.
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u201cOur company also has a policy that prevents senior colleagues from texting juniors about work-related issues after working hours and during weekends, but that rule is always ignored,\u201d she added. \u201cNonetheless, our entire office is covered with posters \u00a0promoting these campaigns, which I feel are just for show.\u201d
<\/i><\/div>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u201cEven though my company practices flextime and has a 40-hour workweek policy, \u00a0our department boss always looks at us badly if we come to work after 9 a.m., even though I work the full 40 hours,\u201d said Kim.
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0When she started the job, Kim was optimistic about working at a company with\u00a0policies that seemed so worker-friendly.
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u201cOur company also has a policy that prevents senior colleagues from texting juniors about work-related issues after working hours and during weekends, but that rule is always ignored,\u201d she added. \u201cNonetheless, our entire office is covered with posters \u00a0promoting these campaigns, which I feel are just for show.\u201d
<\/i><\/div>\n
Change is underway.<\/b><\/div>\n
Although implementation may be slow to take root in a growing number even leadership in the private sector, academia and government continue to stress the benefits of the progressive workplace.\u00a0\u00a0Advocates point out the goal is a workplace in which employees are intrinsically motivated and evaluated according to their performance, not their seniority.<\/div>\n
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This is the second of many sneak previews of my latest work in progress Korea 2020. \u00a0Comments welcome on the progressive workplace. Even if a company implements a casual dress<\/p>\n","protected":false},"author":2764,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[222],"tags":[250],"class_list":["post-1556","post","type-post","status-publish","format-standard","hentry","category-korean-business-culture","tag-don-southerton-author"],"yoast_head":"\n