When we think of the factors that make a company a great place to work, things like salary, benefits, and flexible working hours come to mind. But is there anything better than a company that values and respects its members? For this edition of Leader’s Culture Letter, we met with Jang Chel-hong, Head of the Business Management Group, who supports the happiness and growth of each individual because he believes that the very existence of each individual is the foundation of the company’s growth.
Jang Chel-hong, Head of the Business Management Group
Q1. What is the Business Management Group responsible for? Could you briefly introduce us to each team in the group?
The Business Management Group is responsible for managing, planning and overseeing performance, risks, KPIs, investments, and sustainability across the company. We are composed of four teams whose work is interconnected.
First, the Business Management Team manages our company’s risks and ensures that the strategies are executed as planned.
The Investment Planning Team works in conjunction with the Business Management Team to execute capital, formulate investment strategies, and ensure that investments are managed effectively.
The Performance Enhancement Team manages the actual outcomes of investments. In addition, in non-manufacturing areas, the team assists in setting performance tasks and monitoring to ensure these tasks are achieved.
Lastly, the Sustainability Management Team oversees ESG initiatives and social contribution activities. This team integrates the activities of the other teams, to effectively communicate the company’s operations in accordance with stakeholder expectations.
Q2. Are there any efforts you are making to foster a positive organizational culture?
Like other leaders, I also believe that my group members are my colleagues and as valuable as customers. As a result, I naturally respect each member’s personality, and strive to build positive relationships by recognizing their abilities and achievements.
When group members come to give their reports, I listen to their opinions first before sharing my thoughts, and try to integrate differing perspectives. Even if I disagree as I am listening, I strive for a culture that encourages reporting parties to speak freely. (Laughs)
In addition, I’m working to create opportunities for team bonding after COVID-19. Lately, managers have been gathering voluntarily, and some have even stepped forward to suggest diverse activities such as football tournaments.
Q3. What is your leadership philosophy?
I believe a leader is someone who takes responsibility and makes decisions. Even though group members also make decisions at various stages, the final decision-making and responsibility lie with the leader of the group. This implies that group members should work on their tasks without hesitation, and underscores the importance of decision-making.
Having been in the position of group head for a long time, I believe I have been trained to a certain extent in making decisions. Initially, I had some difficulties, but I learned a lot by observing senior colleagues, including executives, make timely decisions on various issues.
It is difficult to make decisions when interests conflict. In situations such as these, the decision outcome depends on which priorities are placed first. With my day-to-day work experience and history as my foundation, I strive to make better decisions. Of course, since I can make the wrong decisions, too, I believe it is important to be consistent while admitting my mistakes.
Q4. What are your aspirations as a leader this year?
The first is to support career development. In last years’ organizational culture assessment results, there was a notable gap between my perception and that of my group in the area of career development support. Since growth must not be hindered by inadequate support, I aim to prioritize career development initiatives that align with the company’s vision in order to foster the growth of our group members.
Second is to support the company’s continuous advancement, in alignment with its vision. I firmly believe that our company will continue to progress. While the steel industry faces challenges in the era of carbon neutrality, I see opportunities for us, since we have technologies in the area of blast furnaces and electric furnaces. Additionally, our company is well-prepared, having set up organizations related to carbon neutrality, and is also actively developing new products and investing in the future. For this reason, I believe Hyundai Steel can leverage its strengths to succeed in the future.
Q5. What would you like to see from your group members?
As I mentioned earlier, I would like my group to have the belief that our company will continue to progress. When I talk about this in training sessions for new hires, a frequent question I get is “How do you say that with certainty instead of faith?” And I answer that each of them is the agent of that belief.
From my perspective as the group head, each group member is performing their tasks effectively. Therefore, their existence itself is the cornerstone that becomes the foundation of our company’s growth. If any of these individuals were to question the company’s growth, I see it as denying the reason for their own presence in the company.
Looking at our recent new hires, we are recruiting employees who can effectively address both the risks and opportunities our company faces. I would like them to have faith, but I hope that they approach their work with confidence and a positive mindset that they are doing a good job rather than feeling inadequate.
Q6. Of the Steel Recipes, which ones do you think are working best in your group?
It’s “Be flexible with work, but get the job done well.”
Occasionally, tasks are assigned suddenly, and as a group head, I can’t help but feel a sense of urgency. It’s at times like these that I’m quite surprised by my group members (laughs). Even considering the importance given to work-life balance, I’m frequently surprised when they deliver the results within designated work hours. Their ability to manage work flexibly yet effectively really builds my trust in them.
Q7. Are there any Steel Recipes you would like to expand and apply in your group?
I’d have to say “Past methods are only for reference. New approaches are the beginning of change.” As the word “management” in the name of our group, Business Management, implies, there is a fear of change and an inertia in maintaining existing practices. Since there are clearly elements requiring changes in management methods, I selected this recipe with the belief that change is necessary.
Recently, managers have been asking lots of questions that are variations on “Why do we have to do it this way?” These questions may seem trivial, but when they accumulate, they can become significant issues. In cases like these, I make an effort to reflect the opinions of our group members.
For example, our group once conducted the Innovation Leader Award ceremony during a meeting. At that time, the manager responsible for the initiative suggested that for motivational purposes it would be beneficial to celebrate winners in front of a larger audience, such as at division town hall meetings. Initially, we had focused solely on efficiency by presenting the awards during a regular meeting, but I realized that such suggestions can lead to small yet meaningful changes.