LG H&H introduced the 1 :1 in-depth interview to establish a fair recruitment process based on applicants’ ability and competency. LG H&H selects talents through three in-depth interviews, taking sufficient time to evaluate individual applicants and specifically verifying competencies that fit the characteristics of each job.
Evaluation is conducted in a comfortable atmosphere where the applicant and the interviewer communicate one-onone, the applicant can improve their understanding of the company, and the interviewer can check the applicant’s suitability for the job. We also work hard to improve the interviewer’s competency by providing regular training on precautions and evaluation errors by type. As such, LG H&H constantly strive to improve the fairness of the hiring process by subdividing the requirements and competencies that fit the characteristics of each job and going through a human resource verification process that suits them.

In establishing business strategies to realize corporate vision and values, LG H&H seeks to align individual goals with organizational goals and ultimately grow the company and its employees through goal achievement. To this end, we have established the basic principles of 1) fair and objective evaluation operation, 2) securing consistency between organizational and employee evaluations, and 3) evaluation operation from the talent development perspective.
We currently conduct annual performance evaluations for all whitecollar employees, divided into the first and second halves of the year, based on management by objectives(MBO), annual competency reviews and comprehensive evaluations. We also evaluate team leaders and above on their leadership/development of subordinates, etc., by adding multi-faceted assessment. The results of these evaluations are reflected in annual salary increases, promotions, and training to ensure that compensation policies are based on performance.

We undertook wide-ranging due diligence activities due to the acquisition of overseas companies and the creation of joint ventures while increasing the speediness of our organizational structure to contribute to quickly stabilizing our global operations. Specifically, systemic HR strategies were adopted to allow locallyhired staff with deep knowledge of their local culture and market to take the lead in operating overseas subsidiaries.

As we recognized that the previous operational system led by Korean expatriates could not effectively reflect local conditions in HR management, we actively fostered manager-level local employees to ensure an efficient division of labor between overseas subsidiaries and the Korean headquarters.

For a cooperative relationship with smooth communication between labor and management, LG H&H operates the communication channel for each department, business site and job category to receive complaints from employees, and suggest rational solutions. Thanks to these efforts, we can improve working conditions, address complaints, enhance welfare, and promote the balance between work and personal life.

We have run the Columbus Project since 2015 to build a dynamic corporate culture of pursuing challenges. Participants are selected through the submitted documents and executive interview processes, and use up to three months of free time and KRW 10 million of support funds for their challenges. In 2019, we selected a total of five themes for this project: the research of the ‘development in distribution market utilizing new-concept launderette’; ‘proposal of vegan-friendly cosmetics concept’; ‘development of functional sports cosmetic brand concept’; ‘study of the current status of convergence technology development of cosmetics and textile industry and proposal of application’; and ‘market search and proposal for customized cosmetics’. With the proposal of various ideas, participants contributed to developing the company and had a meaningful time for growth by carrying out the project related to their interest.

We conducted the 'Reverse Mentoring' to encourage executives and team leaders to think, play and consume like the employees of the millennial generation, who were born in the 90s. Mentoring was carried out six times in a two-to-one setting, in which two team members played mentor for one leader. With this mentoring activity, the millennial team members introduced the YouTube channels to which they subscribed, while also watching other channels that were suitable for the leaders. They also came to popular places together and shared their young sensibility. For instance, they shared how to experience small but certain happiness by visiting famous bakeries, and experienced the young generation's leisure culture such as escape rooms and craft shops. In terms of work, team leaders listened to the ways in which the young members preferred to work and engaged in communication. As the mentoring created a chance to exchange opinions from different generations and find something in common to empathize with, we will continue to conduct Reverse Mentoring so that employees of different generations can relate to each other.

LG H&H aims to establish reasonable labor-management relations in compliance with laws and principles based on mutual trust and communication through various channels between the management and employees. We hold a company meeting to share the management performance and direction and swiftly deliver business-specific major projects and strategies, which are presented by team leaders at a conference call, to all employees. We also operate various communication channels to listen to diverse opinions such as the labor-management council meeting, company-wide and divisional Employees’ Committee and What If I Board to enhance the working environment to allow employees to focus on their work and improve the quality of life. We also launched a YouTube channel called 'LG H&H TV' to form mutual trust and promote communication with employees beyond different positions and generations, and issue the 'CEO Message' to share the CEO’s management philosophy. The company also issues the newsletter 'LG H&H Family' and delivers it to employees’ houses so that their family members can share in the company news and issues. With such twoway communication, we share the company’s vision and policy to help build understanding between employees. We also carry out various other activities such as expanding support for family events (funerals for maternal grandparents) for gender equality, increased support funds for purchasing a house to improve residential life, and continuous operation of the counseling program to enhance work concentration. With such activities, we collect various wishes and opinions from employees, reflect the opinions in the system and create partnerships as a community based on trust.