2021 SMART MOVE PRIZE
Taking the Lead in Creating an Organizational Culture with Autonomy and Responsibility
The Smart Move Prize, awarded to smart and sophisticated Glovis people, this year went to those who took the lead in excellent work performance and Hyundai Glovis lifestyle. This year, especially, the number of rewards was increased for individuals and organizations who dedicated themselves to responding to logistics challenges such as those caused by COVID-19. The recipients of the awards this year are 39 individuals (seven first prize winners, 32 second prize winners) and nine organizations (eight teams for outstanding organization, and one office for cultural organization). The Smart Move Prize will continue to identify and encourage those who have worked to create an organizational culture based on autonomy and responsibility.
Acceptance speeches from individual first prize winners
Manager Ethan of the Global Forwarding Sales Team 1
It is an honor to receive the first prize, despite the difficult year it has been. I believe I won this prize on behalf of all the members of the forwarding team. I would like to express my gratitude to all the employees, especially my colleagues in the Global Forwarding Business Group and Operating Group. And I also would like to thank those who always helped me. I was able to end the year pleasantly, thanks to the team members who are like my family. I will repay you with further improvements. Happy new year!
Senior Manager Choi Seok-yong of Dangjin Business Office
Thank you for giving me such a big award. I feel it's an undeserved prize, but thanks to the cooperation of all of my colleagues at the office and reliable team members at the headquarters. I would like to think of this award as a compliment not just to me, but to the team/office that I belong to. In the new year, I will become a Glovis member who tries one's best in everything!
Senior Manager Kang Yong-gu of Europe Auto Parts (KD) Biz Team
KD parts supply is a comprehensive art created by collaboration of people from many teams, from warehousing to inspection, testing, packaging, loading, export transportation, unloading, local transportation, storage, and line input. Therefore, this award is for all my colleagues who have created wonderful artworks by cooperating in the midst of various difficulties such as semiconductor-related issues, and the chaotic logistics environment. I would like to take this opportunity to express my gratitude. Thank you very much.
Senior Manager Park Jong-min, GLOVIS MEXICO
I am very honored to receive this meaningful award, the first prize. I would like to express my sincere gratitude to the colleagues in the headquarters and the local office who have provided the support for expanding the PCTC business and strong support, despite the difficulties over the past year. I would like to give the honor to everyone who worked hard with me, and will do my best to grow more in 2022, based on the experienced and achievements of 2021.
Manager Lee Hyeon-ju of Global Auto-Biz (Pre-Owned Car) Trading Team
Personally, 2021 was a year in which I felt a lot of regrets and shortcomings. So it is embarrassing to receive such an award. I will put the regrets behind me, however, and use it as an opportunity for a new turn to work harder and be more energetic in the future. Most of all, I would like to thank all my team members for helping me, guiding me, and working hard with me last year.
Senior Manager Kwon Jae-beom of Platform Business Development Lab
Receiving the award while there are so many other colleagues who are doing their best in their work, I feel that it is a word of encouragement for me to work harder in the new business of robot delivery, which is in its initial stages. I will continue to do my best and work humbly in the future. I would like to take this opportunity to express my gratitude to the people who teach me a lot every day, in the IT Initiatives Group, Engineering Team, General Affairs Supporting Group, Strategy & Planning Group.
Senior Manager Shin Jeong-chel of IT Initiatives Team
When I started the smart workplace project, I wondered if I would be able to do it in such a short period of time. However, as we set up a schedule and plan things to be done according to the schedule, I was convinced that we could do it. It was possible because my colleagues and all the members of Hyundai AutoEver and its partners all worked together. I thank them for receiving this award, and I will try my best to become a dependable colleague when they need one.
I N T E R V I E W
Interview with Bulk Carrier Division which won the first prize
in the organizational culture category
Interview. Director Kweon Ki_don and Manager Lee Chang-han
Q. First of all, please tell us how you feel about the award.
We are very honored to have received the award in the organizational culture category, which is given to only one office. This is all because the office staff and the team leader worked so well together. I will take it as a message of encouragement and work even harder.
Q. Please tell us about the organizational culture activities that the Bulk Carrier Division carried out.
We often had to work extra hours after work, early in the morning, or on weekends in the Bulk Carrier Division, due to the nature of the work. But it was not recognized as working hours, so it was stressful. So we tried to settle a culture of leaving work early when we had time. And we also made a system to finish work at 3 p.m. on Fridays to form a self-directed working culture. In addition, the chief set up a Teams channel with only the employees without the team leader to communicate with them about difficulties. It was received well by the staff.
Q. What is the reason why you paid special attention to strengthening communication, out of various organizational cultures?
Because each person has a different personality, people tend to make judgments by looking at others’ outward expressions and generalize them. Besides, it’s difficult for everyone to admit differences. No matter how good the organizational structure and reward system there are, we thought we wouldn't be able to achieve organizational performance if we didn’t understand the hearts of individuals. We tried to listen, including to individuals’ personal stories, and find solutions.
Q. Do you feel the changes as you strengthen your communications?
I believe the walls that existed between each other have been torn down. Before, it used to be difficult to approach and talk to bosses, and people only talked about work. These days, they talk about personal stuff and start conversations, too. With this atmosphere, people can frankly talk about difficulties of company life, and work stress has been greatly reduced.
Q. What changes do you feel regarding the establishment of self-directed work culture?
First of all, I think the best change is that the new employees can use the system comfortably. It is hard for new employees to use without minding others, no matter how good a system is. The employees are very happy about the system where they can leave work early without approval from the team leader, and they want to expand it further.
Q. Other than that, what was the most difficult challenge in carrying out various activities?
The hardest part was coming up with new ideas and getting employees involved. For culture surveys, in particular, participation is very important, but the participation in the Bulk Carrier Division was especially low. I had to ask for help from each Team-Zero and the team leaders. Thanks to that, we were able to increase the level of participation, and our scores have also improved a lot.
Q. What is the most essential thing in setting the direction of the organizational culture and making its activities successful?
Personally, I think the will of the head of the organization is the most important. No matter how good the system or the culture is, it will be difficult to settle in unless the leader has a strong will to promote it. I believe that success can be achieved if the head of the organization takes an active interest and continuously communicates to check whether the employees are actually enjoying the benefits of the good system and whether the organizational culture is going in the right direction.
Q. Is there a new direction for organizational culture activities that you are planning or want to develop?
The Bulk Carrier Division does not have a high percentage of young staff compared to other organizations. So I thought about holding small parties, not fancy ones, to strengthen the bonds among employees. I am also considering using the metaverse. More fundamentally, if all our organizations agree on the future direction of “rise in the market, entry into the eco-friendly energy marine transportation, and stable business expansion through long-term contracts,” and lead to sustainable performances, people from other organizations and outside will want to join.
Spot News
January Limited Bulk Coffee Event!
Based on the results of the 2020 culture survey, the Bulk Carrier Division created a Teams window to listen to the employees’ opinions under the active leadership of The-Zero and the leaders, and conducted organizational culture improvement activities such as communication between leaders and employees, and leading self-directed work. It received a good response and was awarded the organizational culture category. To celebrate this, bulk coffee is being sold at the cafe on the 33rd floor for a month in January, as an event for the people to recharge with the energy of bulk carriers sailing through the open sea and make the new year of 2022 a success. It received good responses and ended successfully.
I N T E R V I E W
Interview with Bulk Carrier Division which won the first prize in the organizational culture category
Interview. Director Kweon Ki_don and Manager Lee Chang-han
Q. First of all, please tell us how you feel about the award.
We are very honored to have received the award in the organizational culture category, which is given to only one office. This is all because the office staff and the team leader worked so well together. I will take it as a message of encouragement and work even harder.
Q. Please tell us about the organizational culture activities that the Bulk Carrier Division carried out.
We often had to work extra hours after work, early in the morning, or on weekends in the Bulk Carrier Division, due to the nature of the work. But it was not recognized as working hours, so it was stressful. So we tried to settle a culture of leaving work early when we had time. And we also made a system to finish work at 3 p.m. on Fridays to form a self-directed working culture. In addition, the chief set up a Teams channel with only the employees without the team leader to communicate with them about difficulties. It was received well by the staff.
Q. What is the reason why you paid special attention to strengthening communication, out of various organizational cultures?
Because each person has a different personality, people tend to make judgments by looking at others’ outward expressions and generalize them. Besides, it’s difficult for everyone to admit differences. No matter how good the organizational structure and reward system there are, we thought we wouldn't be able to achieve organizational performance if we didn’t understand the hearts of individuals. We tried to listen, including to individuals’ personal stories, and find solutions.
Q. Do you feel the changes as you strengthen your communications?
I believe the walls that existed between each other have been torn down. Before, it used to be difficult to approach and talk to bosses, and people only talked about work. These days, they talk about personal stuff and start conversations, too. With this atmosphere, people can frankly talk about difficulties of company life, and work stress has been greatly reduced.
Q. What changes do you feel regarding the establishment of self-directed work culture?
First of all, I think the best change is that the new employees can use the system comfortably. It is hard for new employees to use without minding others, no matter how good a system is. The employees are very happy about the system where they can leave work early without approval from the team leader, and they want to expand it further.
Q. Other than that, what was the most difficult challenge in carrying out various activities?
The hardest part was coming up with new ideas and getting employees involved. For culture surveys, in particular, participation is very important, but the participation in the Bulk Carrier Division was especially low. I had to ask for help from each Team-Zero and the team leaders. Thanks to that, we were able to increase the level of participation, and our scores have also improved a lot.
Q. What is the most essential thing in setting the direction of the organizational culture and making its activities successful?
Personally, I think the will of the head of the organization is the most important. No matter how good the system or the culture is, it will be difficult to settle in unless the leader has a strong will to promote it. I believe that success can be achieved if the head of the organization takes an active interest and continuously communicates to check whether the employees are actually enjoying the benefits of the good system and whether the organizational culture is going in the right direction.
Q. Is there a new direction for organizational culture activities that you are planning or want to develop?
The Bulk Carrier Division does not have a high percentage of young staff compared to other organizations. So I thought about holding small parties, not fancy ones, to strengthen the bonds among employees. I am also considering using the metaverse. More fundamentally, if all our organizations agree on the future direction of “rise in the market, entry into the eco-friendly energy marine transportation, and stable business expansion through long-term contracts,” and lead to sustainable performances, people from other organizations and outside will want to join.
Spot News
January Limited Bulk Coffee Event!
Based on the results of the 2020 culture survey, the Bulk Carrier Division created a Teams window to listen to the employees’ opinions under the active leadership of The-Zero and the leaders, and conducted organizational culture improvement activities such as communication between leaders and employees, and leading self-directed work. It received a good response and was awarded the organizational culture category. To celebrate this, bulk coffee is being sold at the cafe on the 33rd floor for a month in January, as an event for the people to recharge with the energy of bulk carriers sailing through the open sea and make the new year of 2022 a success. It received good responses and ended successfully.
2022.02.01