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Learn, Work, and Grow

Some people strive to create a better tomorrow by bringing each employee’s potential to the finest level,
and promoting the development of the organization.
Here, it would be the Corporate Culture Team, which is responsible for employee training.
How is the company training that we receive get created? And what are the concerns put into devising the training programs?
We asked Manager Kim Mi-jung of the Corporate Culture Team about our company’s employee training.
Compiled by: Editor’s Office

What is the ultimate goal of employee training?

I believe that the ultimate purpose of a company’s employee training is for the members and the company to grow together. The growth of the organization cannot happen without the growth of its members. However, it is not right to focus only on the growth of individual members. I believe, in order to realize good employee training, the members and the company have to be in a good connection to grow together.

Is there any external source that you refer to when you plan or conduct training?

Although we take interest in other companies’ training program contents or operation directions, we try to first pay attention to what our employees are telling us. No matter how good the external training is, it may not be suitable for our organization or employees. So before we develop and conduct training, we listen to what the employees have to say, and actually reflect such feedback in the training programs we develop.

For example, the Cold Chain Expert Training Course where we started selecting targets through public participation since the second half of the year, we started the program after learning what some employees are thinking about, or cold chain related businesses. So, if you think that you need a new kind of training to perform your own tasks better, or for the company and the staff, please feel free to tell me or my team members any time. The opinions are very helpful for us as well.

What do you think about the most when devising a training plan?

We are always struggling to strike a balance between providing truly helpful and effective training for our employees, while considering the limitations of the physical resources the company can provide. As the company grows bigger and its business grows more diverse, both the needs for education in the company and the needs for employee training are also diversifying. Therefore, it is not easy to make plans for training development and operation. In addition, we are always thinking about whether this training is “the education that can connect the growth of employees and the growth of the company,” as I mentioned earlier.

How have the training methods and contents changed since COVID-19?

COVID-19 has been a huge challenge for the people in charge of education, including me. In the past, more than 90% of the training was done offline. Now, we bought a webcam to create e-Learning courses, and we do video editing with video and subtitle makers. In the meantime, the roles that the educators need to play have become much broader.

For the contents, we are continuously trying to develop programs to help employees adjust to the sudden social changes. We are also planning and implementing new programs to enhance the employees' mindset for change and growth, such as training them to effectively perform their roles in remote work situations, or conducting training related to the new digital transformation.

In addition, we are also continuously developing workshops and communication programs for the leaders and the team members to better understand each other, and to alleviate the situation of network shortage due to the free seating system, work-from-home biweekly, etc.

▲ Offline training before COVID-19

▲ 2014 Group introductory training

What is the training most favored by the employees?

There are four competency divisions in the company training programs: Common, Leadership, Job, and Global. The employees choose the training that is most applicable to them. Therefore, it is difficult to say which of them is the most popular. However, in the case of training for experts such as consultants or master’s programs which is done through public recruitment, you can see the popularity when the competition is high. I also heard that the programs that the employees remember the most are the summer training camp for new employees, the rebooting workshop for experienced workers, and workshop programs for new employees such as the together camp. I think this is because they can network in a new place outside the workplace and feel a sense of belonging and energy. I guess they just received good responses, rather than being popular.

For the IDP that establishes a training plan to improve an individual’s competency, what kinds of plans do employees usually come up with?

As it is done in connection with mandatory job training system, there are various types of job training, and related external training is also included in the plan. Many employees set goals for language (especially SPA), or getting qualifications such as logistics manager, depending on the work they are doing.

▲ 2018 Education working

What kind of feedback do you get on the training?

I think many employees feel sorry that most of the training is done online. We conduct a survey for improvement after the training, and although we hear feedback such as “It was good to take the training when I want, according to my schedule,” most of the times people say, “I wish it was an offline course” for things to improve. Taking lectures and networking face-to-face with colleagues was also an advantage of offline training. I guess they feel bad that they can’t have it as much. In this respect, I believe that the training programs will be operated in various forms (group training, real-time online, e-learning, etc.) in the most effective method for each training program, when COVID-19 subsides.

What changes resulting from training make you feel most proud?

We receive feedback from the trainees through various courses, and there are times when it coincides with the objectives we set when planning and developing the courses. Those are the times that I feel the proudest. For example, I planned and operated the Change Mapper course for first-year senior managers. The purpose of this training was not merely to convey knowledge and make them understand, but also to stimulate them so they can feel the changes inside and outside the organization, and to think about change for the company and continue studying.

So I made it possible for the employees to choose courses according to their needs, such as self-recognition including feedback from colleagues and introspection, lectures of various speakers, and also operated tea ceremonies for the mind, and stretching programs for body. I was encouraged from the survey after the course when people said, “I was able to feel the changes by reflecting on myself,” or “I liked the fact that the contents were different from previous ones,” and “It was a program that motivated and re-ignited me when I was burned out.” It was a difficult course, from planning the programs and operating different classes for the learners’ choices at the same time. But it was rewarding to know that our efforts had a positive influence on the employees’ lives.

▲ Compiling online education materials

How will the direction of employee training change in the future, and what steps are you taking to prepare for it?

The pace of change in society and in the industry is accelerating. Ultimately, it is the people who respond to this change and innovate to help the company survive and develop. The main business of Hyundai Glovis is service, and the service industry is an area where human competence is more important than any other businesses. Therefore, the company will continue to expand its investment and areas of interest in various fields for the growth of its members. To achieve this, the educators are also thinking a lot about how to create education that offers a variety of experiences, rather than instructors giving one-sided lectures. In addition, we are also noticing the importance of promoting a culture and environment for the employees to take initiatives in learning, either individually or with colleagues, when they feel the need for education while working.

Lastly, a word for the employees please.

While operating education programs, we have opportunities to learn about various concerns and opinions of employees. When I hear about the serious concerns they have about their work and efforts in relationships with colleagues, I am amazed and sometimes feel moved by the depth of it. Leaders are concerned about the development of their juniors, and juniors are worried about their networking and growth. I wish these concerns and thoughts can be well shared. Therefore, I hope to create more opportunities for communication between colleagues so they can share their opinions, even outside the training environment. These processes will provide a valuable foundation for achieving the growth of all the members. Of course, we welcome your interest in the training courses offered by the company. We will continue to provide various experiences through training and opportunities for employees to grow steadily.

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