SOLKYUNG PARK

Conscientious and compassionate human resources professional with drive for helping employers recruit, develop and retain qualified candidates. Skilled at partnering with management teams to build employee-centric cultures promoting positive morale and optimizing productivity. Motivating and positive with excellent interpersonal, coaching and communication skills.

2023~2024

Major accomplishments

- First collective bargaining agreement with a representative union.

- ER, Labor Management

- Training for public sector employees (50 people)

- Consulting on normalization of work operations at public institutions

Main skill & knowledge

- Knowledge of labor law, union law, communication skills, HRD training planning, and operational and management skills.

Role:External experts who set deadlines to solve specific problems and internalized them.

Achievements: Completed negotiations and signed collective bargaining agreements with shortened deadlines. Regularized and normalized labor-management council meetings. Conducted internal customer satisfaction surveys, etc.

Cf. Winning The Foundation Chairman's Award in December 2023.

2019~2022 : Short-term contract freelancing

Major Projects

- SK Happiness Connect & Starbucks Cooperation Project Workforce Management ER Termination Project

- Human risk management (startup company growing from 20 to 50 people)

- Recruitment and General Administration

- Establishment of recruitment process for foreign investment companies.

- Labor-related legal proceedings

- Preparation and reporting of employment rules for subsidiary companies

Main skill & knowledge

- Labor law, labor relations experience, multi-layer communication skills, human resource management and business management knowledge, knowledge of labor law, civil law and administrative litigation law.

Role: HRBP and external expert who set deadlines and internalized to solve specific problems.

Achievements: Completed targeted projects during employment.

2017~2018

Major Projects

- Establishment and operation of labor-management council (rapid growth from 30 to 50 members)

- Updated the employment rules according to the revised law

- Implemented and operated adjustment of competency assessment items

- Entry and exit process: introduction of structured interview, introduction of exit interview, job post manual and department head interviewer training)

- Implement On-Boarding Program

- Implementation of Big 5 screening for recruitment and transfer candidates

Main skill & knowledge

- Organizational management, risk management, multi-layer communication, human resource management, labor law knowledge (Labor Standards Act, Equal Employment Opportunity Act, Fixed-term and Short-time Worker Protection Act, Temporary Worker Protection Act, Dispatch Act, Occupational Safety and Health Act, etc.)

Roles : Project Introduction Planning Leader, Executioner.

Background and achievements: A merged company of a design group and a developer group. Each company had a long history, but when they merged, the organizational culture showed signs of regression as a small and medium-sized startup. Drove short-term prescription by increasing formalization in each work area. The medium-term prescription is to reduce the direct influence of the CEO and focus on team middle management leadership, maintaining a business division system and a flexible subculture in terms of organizational culture, but strengthening the shared input and output points. Short-term prescriptions identify tangible aspects of improvement.

2006~2017

Affiliation: HR Section within the Policy Bureau

Main duties: HR planning (C&B, reflecting HR consulting results) operation, recruitment practice, job description, labor management

Management Responsibilities : Overall salary and welfare practice

History & Achievements

- Conducted a structural review and system change of the entire HR system from a small business with less than 300 employees to a large business with more than 300 employees, including recruitment, hiring, training, placement, evaluation, retention, and discharge.

- The strength of the advanced organizational culture was integrated into the company's competitiveness strategy and contributed to strengthening business competitiveness (applying extra points when bidding for government projects) through influential awards and certifications. Overall, it contributed to strengthening the positive influence of the corporation as a leading company in reputation management and HR system in the recruitment market.

Major achievements and outcomes (period: 2012-2017)

- Introduced new adoption leave system and sick leave system.

- Completed the wage reorganization plan (“I-Cube”).

- Received the Best Workplace Award from Hankyoreh.

- Introduced and implemented a safety and health management system.

- Completed labor supervision through unannounced and regular inspections.

- Implemented HR consulting for SE social enterprises nationwide and derived a wage reorganization plan.

- Developed a total job description & job analysis.

- Analyzed the cost of labor linked to the Leave System.

- Established Base Camp (internal ERP) issuing data.

- Acquisition of Family Friendly Business Certification & Minister of Women and Family Award.

- Established and operated labor-management council.

- Planned and implemented an in-house disability work experience program.

- Team leadership training for field managers (in charge)

- Introduced and implemented the retirement pension system.

- Dissolution and organization of the company union (following the introduction of retirement pension).

- Management of in-house bereavement council

- Adopted an entitlement table.

- Introducing and expanding the resignation report system.

- Established and planned a safety and health management plan.

- Implementation of mandatory education at 9 headquarters, post-evaluation and feedback.

- Prepared a plan to build a website dedicated to recruitment.

- Reorganized and guided the concept of internal recruitment and rotational positions.

- Introduced and operated a daily evaluation record system for team members.

- Expanded the operation of the grievance board (Toktok Idea).

- Established a subsidized child education payment system.

- Recruitment competencies structured (core competencies).

- Reorganized the HR Committee operation system

- Submitted a proposal to improve the special long-term vacation system and completed the system change.

- Revised company bylaws, established employment rules, and reported to the Ministry of Employment and Labor.

- Planned in-house mandatory/job training.

- Drafted competency evaluation and organized the evaluation data collection process.

- Introduction of annual vacation savings program.

- Started legal mandatory training for all employees nationwide.

English Tourist Interpreter License / Final Pass / KOTRA

II believe that job goals and achievements should be set in close communication with the organisation I work for.
However, career goals seem to be more influenced by personal traits such as human rights sensitivity, top-orientation, self-learning and self-discipline, apart from one's organisational context.

My career goals at The Asia Foundation are firstly to find HR policies that are in line with the mission and vision of the non-profit organisation, secondly to gain the trust of internal and external stakeholders, and lastly to improve the effectiveness of my colleagues as soon as possible. When key people in key positions are in place, all organisational functions work well together, which naturally leads to better organisational performance.

1. Motivation

I seem to be attracted to organizations that “dream the impossible dream”, to people who present an ideal of something better than what we have now. Not all of my career choices have been like that, but bold missions like “a just world without poverty” or “extending the life of end-of-life objects for sharing and sustainable environmental stewardship” or connecting people to people, organizations to organizations by providing better solutions through IT and design to change the world, or delivering transitional justice and serving a (often) misunderstood role of the times have always been my guiding compass.

At some point, I got a life, and in fact, this is the happiest time of my life, and I've been thinking about why I would want to go back to doing something that I used to be so immersed in and always put others ahead of myself. I wonder whether it would be smart for me to start again, working in an organization with demanding conditions, such challenging ideals and goals, even if I was good at it in the past. But I'm applying because I miss the excitement and reward of internalizing a bold mission, winning people's hearts and turning them into growth engines for an organization, in a field I'm willing to stick with, even if it means facing difficulties.

2. career and experience

There was a pride in doing things that you couldn't do if you weren't being trusted by an organization.

I was fortunate enough to move up the career ladder and go through all the cycles of the HR cycle - recruitment, placement and training, assessment and reward, retention and release - and there was definitely the joy of recognition over effort (because it was in my nature).

However, HR is not without its stresses, especially when I recently had the chance to specialize in the Employee Relationships (ER) role, and I felt the weight of that responsibility even more. Given that my work is producing and managing the data behind important decisions, moments of qualitative and quantitative growth for the organization, I have to be careful and precise in my day-to-day operations. I consider myself lucky to have met leaders who have appreciated that thoughtfulness and integrity, and it's a small matter of personal pride that I continue to have long-standing relationships with them to this day.

After breaking a long career break, I received a chairman's award at the end of last year at a public institution where I was contracted as a mid-level manager. I was grateful that my personal “work standards” were appreciated as contributions to the organization. I believe that getting experience in planning education from an ESG perspective, signing the first collective agreement in a public institution with multiple unions, and handling the A to Z process by myself were useful opportunities from a personal career development aspect.

To summarize my entire career, I would define myself as a manager with strong hands-on experience and a trusted management support staff who has successfully moved between the for-profit and non-profit sectors.

I was always faithful to accountability and responsibility to the organization, my clients, and stakeholders, the work process was transparent, and I was not personally selfish.