Samsung NEO Case Analysis
Samsung NEO Individual Analysis
I. Summary of the main points and core problem
Before figuring out the current problem of Samsung New Employee Orientation, we should first learn that Samsung's founding values and principles were rooted in the national characters of South Korea. Based on Confucianism, South Korean culture emphasized family values and had a high regard for intellectuals. At the same time, South Korean culture was hierarchical and had a power distance which can be seen from their consciousness of age. It was also a collective and high context culture. These basic ingredients of the national culture had a great impact on forming and influencing the corporate culture of Samsung. Samsung emphasizes the economic contribution to its country, focuses on its employees and remains open to ideas, technology, and innovation. In order to maintain and develop this culture among its workers across Samsung affiliates in different industries, Samsung Human Resources Development Center came up with many programs, in which NEO is the most critical one for helping new employees to adjust to the Samsung culture. Through this 4-weeks intensive training, new employees are supposed to think and act as Samsung people. But in recent years, NEO was faced with some challenges such as the increasing hiring of more experienced employees and Non-Koreans; the generation change in South Korea followed with younger employees who expect the company to be more open and communicative and want a better work-life balance. What changes and improvements can be made on Samsung NEO to better ensure that all the new employees were socialized into Samsung's culture was the core issue raised up in this case.
II. Analysis in detail
What is Samsung NEO really looks like? Did it work effectively in real life as it was supposed to be? Interesting answers came up from those Samsung employees. The first thing should be clear is that Samsung already offered different new employee training
I. Summary of the main points and core problem
Before figuring out the current problem of Samsung New Employee Orientation, we should first learn that Samsung's founding values and principles were rooted in the national characters of South Korea. Based on Confucianism, South Korean culture emphasized family values and had a high regard for intellectuals. At the same time, South Korean culture was hierarchical and had a power distance which can be seen from their consciousness of age. It was also a collective and high context culture. These basic ingredients of the national culture had a great impact on forming and influencing the corporate culture of Samsung. Samsung emphasizes the economic contribution to its country, focuses on its employees and remains open to ideas, technology, and innovation. In order to maintain and develop this culture among its workers across Samsung affiliates in different industries, Samsung Human Resources Development Center came up with many programs, in which NEO is the most critical one for helping new employees to adjust to the Samsung culture. Through this 4-weeks intensive training, new employees are supposed to think and act as Samsung people. But in recent years, NEO was faced with some challenges such as the increasing hiring of more experienced employees and Non-Koreans; the generation change in South Korea followed with younger employees who expect the company to be more open and communicative and want a better work-life balance. What changes and improvements can be made on Samsung NEO to better ensure that all the new employees were socialized into Samsung's culture was the core issue raised up in this case.
II. Analysis in detail
What is Samsung NEO really looks like? Did it work effectively in real life as it was supposed to be? Interesting answers came up from those Samsung employees. The first thing should be clear is that Samsung already offered different new employee training