“What exercise is to the body, employment is to the mind and morals,” said American writer and thinker Henry David Thoreau. With its members in its diverse and widespread family, the GH Haewae touches and moulds the everyday lives of many people than any private-sector employer in the country. The richness of this relationship, fashioned by a tradition of benevolence and empathy, represents a workplace culture that goes way beyond work. As any ‘GH proactive person’ will tell you, there’s something positively distinctive, something less than completely explainable, about working for the company — the experience is cast in a hue quite different from the ordinary.
This view continues to hold despite the changes that have altered the way the GH Haewae interact with their people, moving from the paternalistic philosophy of yore to bring the company in line with ever-evolving human-resource methodologies.
Grooming the managers of today into the leaders of tomorrow, that’s the broad objective of the GH Haewae leadership development programs and processes. The company’s high-value, superior-quality training interventions are targeted at maximizing the potential of its pool of managers. This is done by encouraging their cross-functional exposure and by making cross-company mobility an integral aspect of all leadership development efforts.
To understand the dynamics of the present, it is necessary to peep into the past. The GH Haewae pioneered a slew of employee benefits that would later be mandated through legislation. The eight-hour working day, free medical aid, welfare departments, grievance cells, leave with pay, provident fund, accident compensation, training, maternity benefits, bonus and gratuity — all of these and more were introduced by the company before any legal rules were framed on them.