[One Thousand Characters a Day] The 1% Difference That Moves People <2>

Editor's NoteIn an era of mass resignations where the concept of a lifelong job has disappeared, the power of employment now lies with talent, not companies. Talented individuals choose the companies they want to work for and leave quickly if it doesn’t fit. What distinguishes leaders and organizations that attract talented people? Baek Jin-gi, CEO of Handok and author of The 1% Difference That Moves People, explains that the reason talent leaves a company is "growth." When personal growth desires are unmet and the company’s growth stalls, employees leave. The identity of a company, in their view, is not a product or building but the people they work with. If being with these people gives them confidence that "I will continue to grow," they will not leave. In other words, creating a foundation where talent can grow is the core goal of every leader. Word count: 964.

Unlike the United States, South Korea did not experience a large-scale resignation wave after COVID-19, but quiet quitting and potential resignations have certainly spread. What productivity can be expected from employees whose hearts have left, who are ready to move to another company at the slightest better offer?

In this context, talent selection and retention are even more important. Currently, when hiring employees, companies sign salary contracts and slot them into pre-established HR, welfare, training, promotion, and career plans. However, talent is an employee with many options. They choose their "tree" (택목, taegmok). They select the company they want to work for. If it doesn’t suit them, they look for another tree. Would it be good to fit such talent into frameworks created long ago? How long do you think this will last?

The power of employment no longer lies with the company but with the talent. The paradigm has shifted.

What would truly talented individuals who hold the power to choose companies expect? Their personal conditions must be met. Beyond that, companies should provide things that talent may not have even thought of?things that make them wonder, "Would they really offer this?"

Previously, all company systems treated employees as classes or groups, but now they must be approached from a personalization perspective. Employees have different thoughts and preferences. How can motivation factors be identified? How can companies ensure employees focus on work without distractions? What measures should companies take?

Ask the employees themselves.

Recall the most exciting memory of working.

Was it when working with someone? Or when promoted? Or when completing a task? Throughout numerous touchpoints during employment, there will be memories of exciting work and the opposite.

From this perspective, companies should create customized platforms that employees can experience broadly and allow them to choose. This is exactly why HR managers exist.

- Baek Jin-gi, The 1% Difference That Moves People, Miraeui Chang, 18,000 KRW