Image Download

What’s most important to today’s jobseeker? Stock options? A snack bar? Or is it something beyond these increasingly common workplace benefits? As more and more young people join the workforce, the definition of an ideal workplace is changing.

By 2025 millennials alone will represent 75% of the global workforce and, once they finish school, Gen Z is hot on their heels. Both cohorts are making it clear to potential employers that the intangible elements of employment are an essential part of their decision-making process. They seek out corporations with business practices rooted in sustainability and office cultures that are tech-forward and collaborative.

In line with its commitment to the UN’s Sustainable Development Goals (SDGs), SK hynix made creating a sustainable and supportive work environment crucial to its ethos. SK hynix believes that its people are at the core of its success—when its people thrive, so does its business.

Inspiring the Next Generation of Hi-Gineers

Both Gen Z and millennials are pursuing more education than their older counterparts. In fact, in 2018, 57% of American 18- to 21-year-olds who completed high school were enrolled in post-secondary education. Coupling academic pursuits with an internship can enrich students’ learning experience and allow them to apply their theoretical knowledge in a work environment built for learning. Furthermore, various studies demonstrate a close positive relationship between internships and overall job satisfaction.

Under the patient and attentive gaze of seasoned professionals, students can get familiar with different roles and responsibilities—ensuring they are comfortable and confident entering the workforce in their chosen field. SK hynix is proud to provide students in semiconductor-related majors with an opportunity for hands-on experience through its internship program. Designed to educate, engage, and encourage the thinkers of tomorrow, the program establishes a strong base for students to expand their horizons.

SK hynix Memory Solutions America software engineer and former intern, SeungJin Kim notes, “The best benefit of working for SK hynix for me is that I am encouraged by my manager and team to develop my own career interests and explore specific areas of work that I find interesting or aligns with my career goals.”

To further the growth of junior team members, SK hynix also created the Junior Board to provide an avenue for members early in their careers to voice thoughts and opinions directly with senior staff members and executive team members. In addition, the company puts a strong focus on continued education, and, in 2020, members participated in an average of 74 hours of education each.

Members of the Competency Planning pictured at SK hynix University

Image Download

Established in 2017, SK hynix University (SKHU) offers specialized technical and business training to encourage members of all levels to continue strengthening their skills and the company’s competitiveness of the company. The structured system consists of twelve colleges and various departments and majors. Devoted to different business sectors and technologies, areas of study range from social value and leadership to AI and digital transformation.

Recently, the educational program has expanded its presence online with its mySUNI learning platform. The comprehensive site enables SK hynix members to set personalized careers goals and self-select the courses they enroll in.

The Pursuit of (Member) Happiness

Attracting and maintaining talent in the highly competitive semiconductor industry relies on a deep understanding of personnel and a constant desire to improve the workplace. More than 99.6% of SK hynix’s members work full-time, which, in addition to its extremely low 2.1% turnover rate, illustrates a stabilized workplace and a focus on member wellbeing.

Paul Palonsky, VP of Sales at SK hynix America Inc, shared, “The reason I have stayed at SK hynix all these years is that I am always—still to this day—able to find new challenges. On top of it all, I have the pleasure of working with such a great group of people who are equally dedicated to creating successful outcomes for the company and our customers.”

In the hopes of further optimizing happiness of SK hynix people, SK hynix completed extensive research as part of its “Happiness Culture Secretariat” with the help of the Seoul National University Center for Happiness Studies. Members documented their daily happiness levels, allowing SK hynix to understand member wellbeing from a unique, more personal perspective.

After reviewing the findings, SK hynix implemented a series of initiatives including the Happiness Design Group, Junior Board, and Leaders Board. These important programs aim to deliver on four of the UN’s SDGs, including decent work and economic growth, quality education, gender equality, and reduced inequalities.

The Happiness Design Group allows working parents and young women to design their workplace happiness collectively, positively influencing the work environment. The group finds opportunities to create dialogue amongst SK hynix people surrounding happiness and encourages experimentation to increase workplace satisfaction.

As a part of the program, SK hynix has been conducting trials to encourage a more positive work-life balance. In addition to establishing more opportunities for remote work and teleconferencing, the company is exploring increased support for returning parents, including 1-on-1 counseling and mentorship. At an organizational level, SK hynix has implemented a campaign which encourages members to depart the office early once each month to spend more time with their children.

With a rising interest in flexible and remote work, SK hynix introduced its Base Office in Bundang in March 2021. The flexible office, located approximately 25km southeast of Seoul, aims to reduce the challenges surrounding long commutes, household duties, urgent business, and much more. The Base Office seats 150 people and is located in an SK hynix building close to Jeongja Station, a public transportation hub.

Finally, Online communication tool (such as CUBE Messenger & HyTUBE) encourages innovation at any level. The online communication tool enables unbridled thinking and allows members to share ideas, hold discussions, and make honest proposals anonymously.

In today’s world, being gainfully employed means more than just receiving a paycheck. It’s about being provided opportunities to learn, having ideas not be bound by title and rank, and receiving the flexibility to work in the best way for you – the intangible “gains.” SK hynix understands the importance of member wellbeing and vows to continue to work in the best interest of its members of today and tomorrow.

The post Communication, Community, and Commitment: Why People Choose a Career at SK hynix first appeared on SK hynix Newsroom.

SK hynix places a high priority on both economic and social value with the aim of having a positive impact on the people they serve and our world. In a show of commitment, SK hynix has announced SV2030, a roadmap for maximizing social value in the four core areas of Environment, Shared Growth, Social Safety Net, and Corporate Culture over the next decade. In regards to Corporate Culture, SK hynix is moving towards diversity, inclusion, and equity (DI&E), increasing the recruitment and appointment of women and providing training for all employees.

Specifically, the semiconductor industry, which set records for mergers and acquisitions in 2020, can benefit greatly as focusing on corporate culture during a merger has shown to increase the probability of success from 30-40 percent to 60-70 percent.

Major tech companies are embracing DI&E to bolster their corporate culture and are turning to actionable approaches such as diverse talent recruitment and inclusivity training. SK hynix strongly supports diversity and inclusion and is evolving its own culture with the goal of helping employees grow professionally and personally. Corporations across the industry are also demonstrating their commitments by implementing initiatives and programs surrounding self-development, diversity, and female leadership.

SK hynix’s Happiness Design Group was introduced to support working parents. The initiative’s diverse participants work together to cultivate a more forward-thinking and compassionate culture in the workplace for busy parents and offer effective mentoring to foster leadership in female employees. Following its establishment, a remarkable 99% of parents now return to work following parental leave.

Additionally, the Junior Board provides a direct line for employees of all levels to voice their opinions with leadership team members, supporting SK hynix’s belief that every voice is inherently valuable.

Included in the efforts supporting the core area of Social Safety Net, SK hynix is committed to making employment accessible to all job seekers, helping create over 1,000 jobs for members of the disabled community.

Any progressive company that believes in continual growth will recognize the intrinsic importance of social value. That is why SK hynix has dedicated itself to SV2030 as a guide for its future.

A key driver for social value creation moving forward will be DI&E. It can transform corporate culture, enabling innovation through diverse voices and harmony through a unified goal of shared values for employees, customers, investors, and communities.

The post Culture for All: SK hynix Zeroes in on Inclusion first appeared on SK hynix Newsroom.

The Cultural Agenda for SK hynix: Creating Social Values in the Era of Culture Fusion

Peter Drucker, the founder of modern management, is attributed to have said “Culture eats strategy for breakfast.” While he may not have been the first to say it, the statement is more true today than ever before.
To understand how true that statement remains today, look no further than the semiconductor industry. Mergers and acquisitions in the sector set records in 2020. And while corporate strategies may have driven those deals, their successes would actually depend on the cultures that would form from the combined companies. Our research has consistently shown that paying attention to culture during a merger increases the probability of success from 30-40 percent to 60-70 percent.

SK hynix already has a history of integrated cultures from three of South Korea’s top four business groups – but only through inbound efforts. Now, those efforts need to go global, making it critical for SK hynix to meet its own Social Values 2030 campaign (green, advance together, social safety net, corporate culture) without failing to sustain its global market leadership in semiconductor memory. Its competitors are also spending a lot of resources to meet the growing social demand by appointing diversity executives and creating alliances for inclusion.

Just as semiconductor technology has advanced, so has understanding of social values – corporate culture, in particular.

Traditional social values focus on beliefs that shape behaviors inside a company. Often described as the “roots of the tree,” they reflect the values of the company that are upheld by all employees.

Increasingly, they need to reflect the “right” culture, or the identity of the firm in the mind of its best customers today and tomorrow. Identity is about brand and its values in the minds of customers. SK hynix brand identity “Technology Innovator for a Better World” and brand slogan “We DO Technology” provide a purpose that’s real to both customers AND employees. The “right” culture means making this customer-centric brand identity real to every employee every day.

For SK hynix, this means that the four social values resonate in the marketplace with customers, investors, and communities.

• Being “Green” helps protect the planet and makes SK hynix a contributing social citizen
• “Advancing together” implies co-existence with business partners
• Creating a “social safety net” means caring for physical, emotional, and social needs of not only employees but also the community and the vulnerable social groups
• Establishing “corporate culture” focuses on diversity, inclusion and equity means that SK hynix cares for employees’ development

These four social values do not just define how SK hynix operates but are also key drivers of the technology brand identity in the marketplace. When customers see these social values in practice, they prefer to do business with SK hynix. When investors recognize the commitment that SK hynix has to these social values, they increase confidence in future earnings and increase stock price. When communities recognize SK hynix citizenship actions, they build the reputation.

With this in mind, the “right” culture starts with the aspiration of the Purpose (making a better world with all members of the society by leading the tech-based IT ecosystem) and promise of the brand. The right culture becomes less about the roots of the tree and more about the leaves that grow and change over time.

Diversity, inclusion and equity have been ingrained in SK hynix’s social values and culture from creation and have become a driving force for what matters to customers, investors, and communities today and tomorrow.

Diversity requires divergence and respecting differences. Divergence means that the company is constantly open to new ideas and ways of working. Innovation occurs not only in products and services, but in encouraging different backgrounds. Divergence comes from open dialogue, seeking others’ opinions, and looking for new answers to old problems. Divergence means that every employee has something to offer the company and that opinions will be respected. Diverse organizations create a pipeline of innovation because employees share their best ideas and disagree without being disagreeable.

Inclusion requires convergence and unity. True diversity begins with unity. Unity, or convergence, means that every employee believes in the SK hynix purpose and works to make the marketplace brand into workplace actions. Unity about the social values means that employees are all moving in the same direction, with different skills. Diversity without this unity is random action; unity without divergence leads to groupthink and a lack of innovation. Inclusion also instills a sense of belonging where each employee feels a sense of personal connection to the firm. This sense of belonging comes when employees not only share the values but enjoy working together with each other and learn and grow from that work. Equity means that everyone has an opportunity to live up to their potential.

The DI&E culture is not just for employees inside the company, but also customers, investors, and partners. These external stakeholder groups are also comprised of people who want to be respected for their diversity and feel a sense of belonging through inclusion.

A positive DI&E culture begins with senior leaders who model how to manage the divergence/convergence ongoing process. These leaders use their power to empower others by seeking input and fresh ideas (divergence) and by focusing attention on the key priorities (convergence). Employees will often do what their leaders do, and when leaders empower others, employees will not only respect their leaders, but also follow them.

Ultimately, every employee at SK hynix is responsible to help create and embed the right (DI&E) culture so that it is not an abstract ideal, but an action-oriented daily practice. Here are some questions each employee can ask to help make the right culture real:

Image Download

Peter Drucker’s insight about culture being equal to or more important than strategy applies even more today. In a world where strategies, products, and technologies are changing faster than ever, the right culture must also adapt to deliver future success.

The post The Cultural Agenda for SK hynix: Creating Social Values in the Era of Culture Fusion first appeared on SK hynix Newsroom.

It was in this spirit of gratitude, teamwork and mutual reinforcement that SK hynix employee Eunho Lee Technical leader (TL) of Space Design Team and Seung-hun Choi TL of Mobile Platform Team created the “HyThanks” program in 2017.

The idea started with a simple ‘thank you’ note to a colleague, and has since grown into a collaborative digital platform that allows SK hynix employees from around the world to send and receive letters of gratitude and support. We’ve also added a “lucky roulette” feature that adds rewards at random to senders and recipients. Eunho Lee TL explains:

“Due to the nature of our business, collaboration is a very important factor of our work. To give you an idea: before they are completed, the small chips we produce must pass through more than 600 main processes and thousands of hands. If a problem arises, it is necessary to work together in order to resolve it quickly – making cooperation an essential competency for our team members.”

Image Download

Since that first note in 2017, over 310,000 thank you letters have been sent to and from colleagues across our offices. While mutual appreciation has always been a part of our model at SK hynix, the HyThanks platform has made it systematic.

The Power of Gratitude

Let’s hear from a few employees about the impact of HyThanks on their experience at SK hynix over the years:

Jennifer Lee
SK hynix America, SOLAB Team

Image Download

“Especially during this period of work from home, we need that little extra something… So, I intend to use ALL of my allotted HyThanks cards before they expire this year. Not to sound corny, but if you appreciate the people around you that do the little things to make your day better, life is better – because little things matter too!”

Juhee Kim
SK hynix Inc. Solution Development

Image Download

“I think the lucky roulette of HyThanks is fun for the members. It seems to be a comfortable event for both senders and recipients as the company provides small rewards as well as just gratitude. Sometimes both the sender and the receiver are excited to drink coffee and celebrate together with points given from the roulette.”

Jason Lee
SK hynix Inc., DRAM Product Planning

Image Download

“I’ve experienced HyThanks both as a sender and a recipient. In the first case, I sent a HyThanks to someone I’ve been working with for over a year on resolving technical issues for customers. In the second, I received a HyThanks from our junior team after six months of working as their mentor. With the activation of HyThanks, we’re able to express gratitude very often, and as a result, we’ve created an atmosphere where we can collaborate with our hearts and minds.”

Thanks, HyThanks!

At SK hynix, it is our belief that when employee satisfaction is high, high-quality performance follows. Through programs like HyThanks, Let’s Reconnect and VOICE, we are building and nurturing a community of caring, attentive and enthusiastic employees that in turn produce excellent work.

According to a recent “work from home” survey, even throughout the many disruptions of the year, employee engagement remained high. This, according to Eunho Lee, is no coincidence. It’s thanks to the scientific power of gratitude:

“Feeling and expressing gratitude is a positive emotion linked to dopamine secretion. Dopamine is transmitted to the prefrontal cortex of the brain, resulting in a variety of intelligence enhancements, including memory. HyThanks is a prime example – in fact, our analyses show that employee relationships and collaboration have improved since we started HyThanks.”

The post Meet HyThanks, Our Way of Saying ‘Thank You’ at SK hynix first appeared on SK hynix Newsroom.

At SK hynix, our teams certainly rose to the challenge – with a series of remote events and activities designed to keep the Halloween spirit alive for employees and their families. From home decoration competitions, to a culinary master class, to a virtual magic show, our employees came together from near and far to celebrate Halloween remotely.

SK hynix America (San Jose, CA)

Planned as a continuation of our virtual “Let’s reconnect” series, the SK hynix America team in San Jose created an office-wide competition for employees’ Halloween decorations, pet or children costumes, and carved or decorated pumpkins.

The friendly competition saw dozens of submissions including jack-o-lanterns, home decorations and painted pumpkins.

Candy Wan / Finance Department :

“Halloween is one of the holidays that I would take a day off to take my kid to treat or treating at the mall; because of COVID-19, we are now mostly staying home.

By having those events, especially Halloween challenges, I think it’s a fun way to enjoy and still be able to dress up and have some fun. I really like those events that HR team prepares and puts everything together and shares with everyone.”

SK hynix memory solutions Eastern Europe Inc. (Minsk, Belarus)

In Minsk, our SK hynix memory solutions Eastern Europe employees organized a series of creative Halloween activities and came together for two online “master classes”.

The celebrations started on October 28th with an online culinary master class on “Korean Pancakes (모듬전)” under the guidance of a professional chef of the Official Residence of the Ambassador Extraordinary and Plenipotentiary of the Republic of Korea to the Republic of Belarus Choi Songjin. The chef educated the SKHMS E team members about the peculiarities of Korean cuisine, guided them through the preparation of four different types of pancakes and also shared a unique author’s recipe for delicious Korean pancake sauce.

The Halloween moods continued on October 29, when colleagues took part in an online workshop on painting ceramic pumpkin-candlesticks. Together with an experienced craftsman, the participants created marvelous candlesticks to give their homes a mysterious holiday atmosphere.

Aleksey Tuzhikov, Engineer / FW Development / FW:

“It is always great to spend time with children, especially on the eve of such an interesting holiday as Halloween.

During the culinary master class, we cooked together, discussed how to do it better, and in the end had a good dinner with the whole family. As for the creative evening on the painting of candlesticks, we drew a pumpkin. It looks great in our home and adds a bit of a mysterious atmosphere.

Thanks to both colleagues and family for such interesting events and wonderful evenings that we spend together.”

Ilya Barkov, Engineer / Design Verification / DV:

“Recently our HR team proposed to organize a master class on Korean cuisine with a real Korean chef. Of course, having a weakness for Korean food after my first trip to Korea, I couldn’t go past it. The master class was all that it could ever be: easy to follow, fun to attend, and yummy to taste. I was especially amazed at how authentic taste one can get from ingredients available in Belarus. Even the scent in my kitchen for the rest of the evening reminded me of restaurants I visited in Seoul.”

SK hynix memory solutions America Inc. (San Jose, CA)

At SK hynix memory solutions America Inc., employees had the opportunity to experience the spooky side of Halloween with a virtual magic show. On [October 30th], team members gathered online to watch a series of tricks from magician Dennis Watkins.

Bin Li, Senior Staff Engineer from Hardware Design Department in Systems Engineer Group:

“My feeling is one word: Amazing!

I saw many magic shows before but this was the first time that I was the volunteer. To me, he is not a magician. He has to be an alien with extraordinary power. I wouldn’t believe it if I were not chosen for the show.”

Happy Halloween!

Image Download

The post Halloween Around the World: How Our Offices Celebrated This Year first appeared on SK hynix Newsroom.

The post The Innovators – Jet Woo, Director of Technical Marketing @ SK hynix America first appeared on SK hynix Newsroom.

Paul speaking with his colleague, Charline

Image Download

At SK hynix, we know good talent when we see it. And that holds true for our Vice President of Sales in the Americas, Paul Palonsky, who celebrated his 25-year anniversary with the company this year.

Beginning first as an engineer and working himself up to one of the most senior sales positions, Paul has witnessed – and advanced – incredible, rapid changes both at SK hynix and across the memory industry at large over his tenure. When he joined the team in 1994, the company was still known as Hyundai Electronics and was just entering the DRAM market. Today, SK hynix is one of the leading forces in memory semiconductors, including DRAM, around the world.

We took some time to chat with Paul about the last 25 years and his impressive career, his path to success, and his advice for young people looking to join the industry.

How long have you been at the company? Tell us a bit about your career and professional journey – starting initially as an engineer and eventually landing in sales. Was there a reason for your pivot?

After receiving a Bachelor of Electrical Engineering degree from Georgia Tech, I officially entered the workforce as an avionics design engineer. While I enjoyed the challenges of system design engineering, I also had a keen interest in the business side of the electronics industry. I soon came to realize that, with my technical background and business acumen, working in technical sales would be a good career fit for me. Initially, I transitioned from design engineering to a role in field applications, and then eventually made the move into sales.

I joined SK hynix 25 years ago back when it was called Hyundai Electronics, just as the company was starting to build the DRAM business in the USA. I have always tried to bring a high level of service to my customers and to help them to find solutions to their issues. My previous experience in design has helped me understand and anticipate my customer’s needs – something I preach to my sales team even today as we look to differentiate SK hynix from our competitors.

Having that technical background has allowed me to better understand my customers’ needs and to advise them on the proper solutions for their applications. This strength has helped me to become a resource for my customers, rather than just someone trying to sell them a product. While I don’t think every person selling a technical product needs to have an engineering background, I do think it is necessary to understand the customer’s business and to find a way to bring value beyond just quoting price and delivery.

Tell us about the recruitment process at SK hynix those 25 years ago

Paul Palonsky, Vice President of Sales in the Americas

Image Download

One of the challenges in making the transition from an engineering role to a sales position was that the people doing the hiring back then were looking solely for candidates who had a proven track record in sales. At the time, memory was viewed as a commodity product and companies were just looking for people to move product.

My first sales job was with Toshiba, who, at the time, was the largest manufacturer of DRAM. Toshiba was also looking to grow its Application Specific IC (ASIC) business, which by its nature is a very technical product to sell. I used my previous experience as an ASIC design engineer to convince the interview team that I was the right person for the sales job, despite having no sales experience – and I guess I sold myself during the interview process.

Over time, I took over the lead sales role for the IBM PC team. It was during this time that I was approached by Hyundai Electronics and decided to join the company. The role was again in technical sales, but this time for all divisions of IBM. A few years later, I applied for the IBM W/W Account manager position – and through diligent work activity, I was able to prove my competence in account management and convince the SVP of Sales to accept me for the role.

I think that, over the years, recruitment philosophy has changed as companies look to innovate. In the past, companies simply looked for a proven track record in whatever the position entailed. But today, companies are looking for energetic people who can bring value to the position and promote positive change within the organization. When I recruit sales people myself, I try not to have a preconceived notion of a minimum skill set. Rather, I look for people who have the ability to solve problems and can find ways to succeed by overcoming obstacles and objections.

We can always teach candidates about memory and they can take classes in negotiation skills, but we cannot instill passion and the desire to achieve. These are the innate traits that can open career paths and it is up to the individual to show the recruitment team the drive and motivation which will make them successful in the position they seek.

What is it about SK hynix that made you stick around for all of these years? What types of changes have you witnessed in the memory industry over the years?

This year I celebrated 25 years with SK hynix. To some, it seems like a long time, but for me, it seems like the blink of an eye. As I mentioned – when I joined the company, we were just beginning to enter the semiconductor business in the USA. The atmosphere then was like working at a startup, even though we were part of a multi-billion-dollar conglomerate. SK hynix America was a vibrant place to work where individuals could take ownership of the business they were responsible for. I have always felt like I had the opportunity to take a leadership role in the business areas assigned to me. I am able to provide my opinion and suggestions to the management and they hear me out. Once we agree on the goal we want to achieve, I have the flexibility in determining the strategy to execute those goals. In a way I feel like I am running my own business within a larger organization. Even today, SK hynix retains that startup company feel.

Technology moves so quickly that we are always striving to meet new challenges. Over the years, the DRAM industry has consolidated from over 20 companies to, effectively, three. Through this transition, there were always opportunities to take on larger roles. With each new assignment, I worked with my team to transform the ways in which we approach our customers and to look for ways to enhance the strategic nature of our business relationship.

When successful, our company’s interests ultimately become intertwined with those of our customer – and true business partnerships are born. This has become even more important over time as memory has moved from a mass-produced commodity to a key component of our customers’ products. The reason I have stayed at SK hynix all these years is that I am always – still to this day – able to find new challenges. On top of it all, I have the pleasure of working with such a great group of people who are equally dedicated to creating successful outcomes for the company and our customers.

Looking back at your career – which moments stand out to you as defining moments in your professional growth? What accomplishments are you the proudest of?

The defining moment of my career was when I was first promoted to Vice President of Sales. This is when it hit me that I had really transitioned from being an engineer to a successful business executive. I am also very proud of the sales team we have built at SK hynix America, where we have a great group of professionals who are driven to succeed and to innovate our business. We have redefined the sales role from that of a sales person solely responsible for generating revenue, to a more comprehensive account management role.

The account manager is holistically responsible for their assigned accounts. This requires cross- functional teamwork with all the various groups within SK hynix, such as our application engineering team, sales operation group, as well as legal and finance. Through this comprehensive account management methodology, we have gained the trust of our customers to where many of the leading electronics companies in the world now buy the majority of their memory requirements from SK hynix. Developing these deep relationships, both personal and professional, has been the most fulfilling part of my career at SK hynix.

Is there a secret to your success or a piece of advice you’d like to give to young people looking to enter the memory industry?

If I had to give one piece of advice to a young person looking to develop their career it would be to always look for ways to contribute to the organization. Find ways to make a difference and then do so proactively. Showing desire, passion and initiative will open new doors. Another thing I would advise is to always be inquisitive and keep learning. Never become complacent as the pace of change in the memory industry, and the world in general, is extremely fast.

You’re known throughout the company for your lectures on communications. Can you tell us a bit about your personal approach to workplace communication?

It is kind of funny to me that public speaking is viewed as one of my strengths. It is actually something I have had to work hard on throughout the years – in high school, I was a shy kid and was always nervous to get up in front of a group of people. But through the years I have had the opportunity to speak to groups of people and it has become more comfortable for me.

Paul speaking to his colleague, Joe

Image Download

One of the things that helps to develop a comfort level in speaking to groups of people is preparation. Knowing the material to be conveyed and thinking through possible questions ahead of time helps me stand up in front of audiences with confidence. When you are confident and credible, people want to hear what you have to say. I have taken courses in communication techniques, but ultimately, there is no substitute for doing the hard work to prepare ahead of the speaking engagement.

What should someone looking to join the SK hynix team know about the company and its culture?

SK hynix is a very diverse and fast-paced culture. It is a culture where people are strong-willed and passionate about their jobs. At times we will have disagreements, but ultimately, we are driven by the same desire to succeed and will always band together in order to find positive outcomes. If you bring passion and a relentless desire to achieve, you will do well at SK hynix and find a home you can be proud of for many years.

The post Paul Palonsky Talks His 25-Year Tenure with SK hynix first appeared on SK hynix Newsroom.

We believe that our internal efforts encourage employees to produce great results externally, and so we make it a priority to invest in our people.

These efforts take many shapes, but our “Learning Organization Series” is a particular point of pride for members of SK hynix America at every level. Led by the very talented people from within our company, these are monthly conversations on topics ranging from DRAM technology innovations and artificial intelligence to stocks and even wine. Diverse dialogues, these sessions create a space where employees can grow beyond their areas of immediate focus. They offer the opportunity for colleagues to learn from other colleagues and engage with them in new, enriching ways.

SK hynix 2019 Learning Organization Series

Image Download

One poignant session from recent memory was led by a VP of International Trade and Regulatory Affairs back in July. Rather than discussing the trade issues and regulatory matters that he routinely discusses during the workday, he chose to guide coworkers through a special hobby of his – wine. Leading the group through an advanced wine class, he covered everything from the grape to the wineries, from pinot noir to sauvignon blanc.

“It was really nice to get the perspective of a wine connoisseur on the origins of the types of wine. To be able to understand the pairing and the varieties of taste of wine was exceptional,” explained Larry Huynh, HR Team, who attended the Wine Learning Session. “On a bonus, it was a really great incentive to have a trivia to win the prizes!”

Steve Son sharing his expert knowledge in wine

Image Download

SK hynix America members taking the session of “Expanding the boundaries of AI revolution”

Image Download

Another session from May led by a senior manager of DRAM technical marketing explored the expanding boundaries of the AI revolution. And in June, a member of our sales team guided the audience through the delicate art of business communication.

We call this “knowledge sharing,” and it doesn’t stop at these monthly sessions. We feel that a culture of knowledge-sharing is one that promotes the kind of collaboration, curiosity, and enthusiasm that we seek to build into every aspect of our work. It’s a cross-pollination of ideas between each of our business sectors and beyond. From sales, to engineering, to regulatory affairs, each of our employees has something to share, and more importantly, something to learn.

“I love attending learning sessions. They are eye-opening and extremely informative for me as a sales professional,” shared Ty Chatchaidech, Sales Lead Team. They help me achieve better understanding of the whole ecosystem.”

SK hynix believes that a shared set of social values and a strong sense of community in the workplace allows employees to feel comfortable and empowered, and by extension, propels the company forward. Our customers see this in the quality of our products, in the depth of our ideas, and in the creativity of our concepts.

At the end of the day, we are confident that this emphasis on growth and learning in the workplace plays a vital role in the technological innovation that we pursue in the world.

The post Encouraging Innovation through Corporate Culture first appeared on SK hynix Newsroom.

￠®￠´ Infusing foreign capital through transparent management To make the management structure more transparent, Hyundai has extended its board of directors. The board is now balanced with a higher representation of directors who come from outside Hyundai, as compared to members from inside the company. This broadens the board’s business perspective and facilitates sound decision making, based on a wider range of business experience. Hyundai has also improved its financial structure through the implementation of cash flow management, and has obtained $500 million in capital investments from foreign (non-Korean) banks. In addition, Hyundai has established a global cash management system, which centrally coordinates all Hyundai’s overseas operating subsidiaries and jointly manages them, with assistance from the Bank of America. This centralized approach ensures more efficient utilization of Hyundai’s global financial resources. ￠®￠´ Implementing a digital corporate culture program Dr. Park has introduced the practice of periodically holding off-site meetings for executives and their staffs. These casual, no-tie meetings are designed to encourage open discussion of current issues and democratic decision making. Dr. Park will utilize these meetings as a corporate communication tool to involve employees as partners in the growth of Hyundai. The off-site meeting concept fosters the convergence of diverse and creative opinions, which will help the individual and corporate culture, as well as the digital culture program, to develop and evolve. ￠®￠´ Allowing casual attire for all employees As of July 1, 2000, Hyundai allows casual attire for all employees. By eliminating standardized clothing and encouraging personal creativeness, Hyundai is taking yet another step to promote an inclusive and effective corporate culture. ￠®￠´ Expanding the annual salary review system and developing human resources Also as of July 1, 2000, Hyundai has expanded its annual salary review system to include all college graduates and equivalent level employees. This change to the salary review system is designed to reward the growth of personal capabilities in the digital management era. Hyundai is also reinforcing its human resource training system in order to maximize the individual abilities of each employee. ￠®￠´ Promoting autonomous and human-centered management Hyundai has introduced various programs to strengthen autonomous and human-centered management in order to nurture individual creativity. For example, there are honorary awards for R&D staffs, incentive programs for sales staffs, venture programs to augment competitive strength, training courses for executives, and the Sabbatical year to enable key long-term contributors to refresh themselves. To make sure programs and incentives continue to address evolving future needs, Hyundai will hold off-site meetings regularly to encourage an environment for the positive acceptance of innovative ideas and constructive criticism.

The post Hyundai Adopts a Digital Corporate Culture first appeared on SK hynix Newsroom.