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[인적자원관리] LG전자 HRM 전략

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  • [인적자원관리][HRM]인적자원관리(HRM)의 의의,변화, 인적자원관리(HRM)의 임금,이동관리, 인적자원관리(HRM)의 인식전환,방향 분석
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    [인적자원관리] LG전자 HRM 전략에 대한 자료입니다.
    목차
    1.Introduction
    2.LGE’s Human Resource Management
    2.1. LGE’s Past HRM
    2.2. LGE’s Present HRM
    2.3. Oracle System
    2.4. Strategic change into Star Model
    3.LGE ‘s HRM System
    3.1. Recruitment & Selection
    3.1.1. LGE’s Recruitment System
    3.1.2. LGE’s Positions and Rank System
    3.2. Performance Management
    3.2.1. LGE’s Evaluation Management System
    3.3. Compensation Management
    3.3.1. LGE’s Compensation System
    3.4. LGE HRM Evaluation
    3.4.1. Problems
    3.4.2. Cause and Solution of Turnover Problem
    4.Conclusion
    본문내용
    2.4. Strategic change into Star Model
    There had been fundamental changes in HR strategies which can be described as an alteration from Bureaucracy model to Star model. The changes which cover thorough HR systems of LGE from staffing to promotion system became the foundation of massive growth of LGE from 2004 and afterwards.



    One of the biggest changes from Bureaucracy Model to Star Model can be described with LGE’s North America Campus Tour which was started on February 2005. Under this program around 20 or more HR executives were dispatched to USA for picking up high-talented people who have high potentials. This considerable turn in staffing strategy occurred in accordance with the turn of overall strategy of LGE in which whole LGE started to focus on technology. With this new program LGE started to collect new people who have potential to grow into the core competency of LGE.
    Development process has also been changed. LGE focused on developing new personnel who were selected under new staffing system based on potentials as well as existing employees. Global Executive MBA program which has been provided by LGE for its people can be the most renowned example for LGE’s new HR development practices. Basically it is a re-education program for employees working in Finance, HR, R&D and so on. It’s performed one-third of it by Yonsei University and two-third by Washington State University for 18 months. All the cost including living expenses and moving expenses are supported by company. Over the limit of providing education program, LGE even provides Career Development Program for its high potential individuals.



    3. LGE ‘s HRM System

    3.1. Recruitment & Selection
    3.1.1. LGE’s Recruitment System
    LGE focuses on recruiting effective talent through its motto of developing employees with passion, practical capabilities, and professional ability.

    ① Campus Recruiting: Senior employees and HR managers are assigned to college campuses and conduct introductory sessions and recruitment consulting sessions to help expand candidates’ knowledge about LGE’s job opportunities.
    ② North America Campus Tour: Recruitment campaigns are conducted on North American campuses targeting international master’s and doctoral candidates who show potential in self-development and contribution to LGE.
    ③ Japan Campus Tour: Recruitment campaigns are conducted on Japanese campuses targeting international master’s and doctoral candidates who show potential in self-development and contribution to LGE. Candidates have an opportunity to learn about LGE’s research and its organizational culture through RJP (Realistic Job Previews) carried out in the form of individual interviews with international students.
    ④ Digital Leader Camp: A summer internship program is offered to international students of Korean origin. Students can utilize their knowledge in joint projects with LGE employees over their summer, and have a chance to experience the organizational culture of LGE, which leads the world in technology.

    3.1.2. LGE’s Positions and Rank System
    Titles Separate from Rank
    To foster a more creative organizational culture, titles are separated from rank. The importance of titles was reduced by giving titles according to social norms rather than by organizational rank. People having certain responsibilities in the organization (team leaders, group leaders, etc.) are called by titles corresponding to their responsibilities, regardless of their rank in the organization.



    3.2. Performance Management

    3.2.1. LGE’s Evaluation Management System
    Evaluation can be further divided into competency evaluation and performance evaluation. The performance evaluation system outlined the key performance points related to the strategy of the overall company to allow the most effective control of performance management. The performance points being analyzed are designed to acquire short-term and long-term balance with the entire organization, and to specify and objectify individual work and performance. Competency evaluation is divided into four parts – measuring management competency, leadership competency, character competency, and job competency. The criteria being used for evaluation are chosen to be closely related to the general corporate strategy and the actual jobs being required, and are used so that they can be used as the foundation of all HR practices – future recruitment, development, and assignment.



    ① Performance Evaluation: Each individual sets a goal in line with the corporation’s goal, in concert with his manager. Employees are evaluated annually by the heads of group.
    ② Competency Evaluation: Choose one competency area from the LGE required areas (character/job management/leadership/area-specific competency) in accordanc
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