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Personnel system

Promotion System

  • 2 Years

  • 4 Years

  • Employee > Manager
  • Agent > Section chief > Deputy department head
  • Department head > Executive
  • 01

    Personnel
    announcement
    and pay raise1st of March every year

  • 02

    Selection of
    candidateIn January every year
    (Estimated title duration
    estimated every year-end)

  • 03

    Personnel
    CommitteeHeld every February

  • 01

    Primary Evaluation1st of December of the
    previous year
    ~ 31th May of the current year

  • Evaluation periodWe aim to establish performance-based personnel management system by inducing early settlement of performance compensation system through fair performance management.

  • 02

    Secondary Evaluation1st of June of the current year
    ~ 30th of November of the
    current year

  • Evaluation Methods

    01Top-down evaluation by direct supervisor

    02Relative evaluation according to rating distribution ratio

  • Incentive payment period

    First partSummer vacation (July), Chuseok holidays(September)

    Second partYear-end (December), Lunar New Year’s holidays (February)

Utilization of evaluation results

For the settlement of the evaluation system, the results of the achievement evaluation are reflected in the basic salary and bonus, and the achievement + competency evaluation results are reflected in the basic salary and promotion. The results of competency evaluation are mainly used for training of the low capacity personnel (LOW).

  • Base salary

    Department performance (MBS)

    Personal performance (KPI)

    Personal Capacity Measurement (PCI)
    (Common, Leadership, Job-related)

  • Incentive

    Department performance (MBS)

    Personal performance (KPI)

    Personal Capacity Measurement (PCI)
    (Common, Leadership, Job-related)

  • Promotion

    Department performance (MBS)

    Personal performance (KPI)

    Personal Capacity Measurement (PCI)
    (Common, Leadership, Job-related)

  • Training

    Personal Capacity Indicator (PCI)
    (Common, Leadership, Job)

MBS/BSC (Balanced Score Card)

In order to realize the vision and strategic goals of the organization, performance indicator from four perspectives (financial, customer, internal process, learning and growth) is derived, and used for management of performance. Both short-term financial objectives and long-term objectives are pursued.

  • FINANCIAL PERSPECTIVE

    How should we be seen to
    our customer for financial success?

    1. Financial soundness ratio
    2. Debt ratio
    3. Operating profit

  • CUSTOMER PERSPECTIVE

    How should we be seen to
    our customer to achieve our vision?

    1. Customer Satisfaction Survey

  • INTERNAL BUSINESS PERSPECTIVE

    In what tasks should we
    excel to satisfy our customers?

    1. Defect rate management
    2. A/S

  • LEARNING & GROWTH PERSPECTIVE

    In what ways should we
    develop and change our ability to achieve our vision?

    1. Attending quality meeting
    2. Nonconforming products training

Personal Competence Indicator (PCI)

The indicator consists of common competencies that all employees should have in common, leadership competencies that leaders must have to manage the organization their subordinates, and job competencies required for the workers for successful job performance.

  • Leader
    Competency

    The competencies required by managers
    who manage and guidethe unit organization
    to achieve strategic goals
    (applies to both team and department heads)

  • Fundamental
    Competency

    Competencies that all employees should
    have in common - collective competence based on
    the attributes of the business and
    organizational culture.
    (All employees)

  • Job
    Competency

    Technical skills required to perform a job,
    behaviors and attitudes are the basis of
    personnel management as in recruitment, transfer,
    placement, evaluation and professional education
    (Applies to team members)

Compensation system design (Basic salary increase and bonus payment plan)

The salary increase rate is increased differentially according to the evaluation result (distribution of the normalized distribution grade) and the bonus payment is based on the previous year's business performance (net profit of current period).

Salary increase rate

Management principle: Capability assessment results + performance evaluation results are reflected.

Elements S A B C D Variable Element
Evaluation result rate distribution 5% 20% 60% 10% 5% Base
Salary increase rate 140.0% 120.0% 100.0% 80.0% 60.0% 100.0%

Individual Total point system

The total score is calculated by adding the final deductions and additions to the yearly individual score. (Note, National Technical Certificate are valid for 3 years from the qualification date. Other deductions and addition are cumulative for one year and does not affect the next evaluation)

  • Addition

    • Acquisition/possession of a national technical certificate (possessed)

      Technician (3 points) / Industrial engineer (2 points) / articles (1 point)
      * Note, National Technical Certificate are valid for 3 years from the qualification date.

    • TFT Activities

      Team leader (2 points), team member (1 point)

    • Suggestion system (maximum 3 points depending on evaluation level)

      12 cases or annual effect amount valued at 100 million

    • Awards (3 points)

      - External: Minister Award
      - Internal: CEO Award

  • Deduction

    • Negligence

      Lateness (0.5 points for 1 time), absenteeism without notice (30 points)

    • Official company event participation

      Evaluated as common competency indicators

    • Safety accidents (maximum 3 points)

      Determined after evaluation by the Occupational Safety and Health Committee

Education System

Annual training hours (cumulative)

  • Training time system

    - In order to be promoted, 80% of the training time per position is required to qualify.
    - Must finish the full course time

  • External professional education

    - External education designated by team (part)
    - attending business seminars
    - Education hours: Managed separately between technical workers and office workers

Category G1 G2 G3
Worker Chief Deputy Section Chief Deputy Department Head Director Executives
All training hours (technical) 2,429 50 62 88 83 88 48
All training hours (office workers) 2,429 83 128 148 153 208 48
Common education (statutory duty) Industrial Safety and Health Education 24 24 24 24 24 24 24
Fire safety education 2 2 2 2 2 2 2
Sexual harassment prevention education 1 1 1 1 1 1 1
Privacy education 1 1 1 1 1 1 1
Internal training (According to title) Quality audit-team members and head 　 　 　 20 20 20 20
Job Training - Team Members 　 10 10 10 　 　 　
New Employee-Work and Training Parallelism 2,400 　 　 　 　 　 　
Special Education Reading management education (volume) 1 1 1 2 3 5 10
External professional training 　 12(45) 24(90) 30(105) 35(105) 40(160) 　

External Professional Training (designated)

Division G1 G2 G3
Worker Chief Deputy Section Chief Deputy Department Head Director
11 1 1 1 1
Office Work Business Support Practice of establishing business plan to achieve management goal Core tax law for SME tax accountant Beginner Manager Leadership
(Leader role and core skill)		 Middle manager leadership
(Coaching, adjustment, strategic thinking)		 Team leader leadership
(Organization, performance management, subordinate training, coaching)
R & D Easy Injection molds
(From disassembly to assembly)		 Patent application and management practice
Advanced development Patent application and management practice
Quality Management Quality Control Basics (Basic) Defect Reduction Key Points
Sales Development Easy Injection molds
(From disassembly to assembly)		 Improving salesperson skills
Cost How to set standard cost Manufacturing cost analysis and management
Production Management Easy production management Production planning and progress management
Purchase Purchasing / Subcontractor Management Practice Purchasing / Subcontractor Management Practice
Technical Work Technology Development Car supplier CATIA V5 CATIA V5 Intermediate
Assembly Easy Injection molds  Injection molds practice
(From disassembly to assembly)
NC processing (discharge) CNC Programming Basics and Utilization 　
Injection molding Plastic Injection Molding (Basic) Plastic Injection Molding (Advanced)
Civil Service Equipment Management (TPM) Equipment maintenance for machine technicians
Supplies 　 Cost reduction activities for automobile suppliers