convergence of cultures
Gurman
Human Resources Manager
What's more competitive in the Korean companies? What values and qualities that only Brazilians have? With the merger of these concepts, LG, in 10 years, began to shake the market and dictate trends. The result? The company estimated a 20% growth in revenues this year, but must establish a result 50% higher than the turnover of last year.
advertising campaigns from LG brings some time ago, below the company logo, the words "Life's Good." Yes, in Brazil, the company has plenty of reasons to wave any motto referring to calls like life is good and beautiful.
LG has just 10 years in Brazil. By 2010 the target group, who was born in South Korea, is to be one of the three largest companies in the world. Strides in this direction are given in emerging markets. With activities in the energy, chemical, metals, machinery etc.. She has sales approaching $ 72 billion, and net income grew 21% in 2004 over 2003. In Brazil alone, the expectation for this year was to exceed sales of $ 1.1 billion. "Actually, we'll pop that number. The result will be at $ 1.3 billion, " it boasts the Human Resources Manager, Fabio Gurman, trying to explain that the projections are made, almost systematically overcome. The expectation is for revenue 50% higher than that seen in the past year.
The three main businesses of LG are: Digital Aplliance, the share of electronics, Digital Display, televisions and computer equipment, and Media and Telecommunication & Handset Equipament from cell phones.
The distribution business is done in two main units: one in Manaus, Amazonas, and the other in Taubaté, São Paulo. Capital in Sao Paulo are the Sales, Research and Development and the Presidency. In operation in Brazilian lands, are 4200 employees in the defense of a trademark that has become synonymous with efficiency and competitiveness. The volume is small compared to the 140 000 employees around the world: only 3%.
With significant numbers and exponential growth, LG stands out in several respects. First, being young: "We have completed 10 years on September 13," says Gurman. Second, the posture of a totally connected to the HR business. "Any movement in terms of hiring, or in funding a new project, the RH is always involved or the top-down or bottom does not matter. Somehow, HR is always present, "says the manager to present the mission of the area:" Consolidate, increasingly, a strategic HR. " Gurman emphasizes that the product quality is also responsible for the success: "Our design is really very good." But there is a fourth reason to be stressed, according Aurea Cardoso, Public Relations, LG: "In the aftermarket, we are proud to have the largest service network in the country are almost 120 thousand jobs," he stresses.
With the tailwind, the market watches the consolidation of a business case that has become the "body of work." Editing Info200 magazine's 2005, which gives one of the most important awards in the technology sector in the country, chose the LG company of the year. But not only. The company's president in Brazil, Bong Cho Choong, became the fourth man in the company's handset division and, in Brazil, controls the operation of cell phones to Latin America. Gurman reveals the secret of the "Korean Philosophy": work and the company will reward you. E says that Brazilian culture is more informal and Latin, has adapted fully to the array requires.
Ahead of the Human Resources department of a company that was founded in 1947 and, despite being only 10 years ago in Brazil, you get tremendous growth, Fabio Gurman is a professional who said that he came: businessman, a graduate degree in Human Resources, he has managed the affairs of his family. Decided, willingly, seek challenges in the market, which always requires more professional.
Satisfied with what they do and especially with what lies ahead, Gurman believes that there are many new challenges and things to do, including the area of HR. Provision is lacking and the market is showing clear signs that the LG, although Korean assimilate well knew that the Brazilian way, he said, may be a differential of competitiveness is well used.
Manager - What differentiates the LG RH?
Gurman - We are all linked to the business of the company. Any movement of the company in terms of recruitment, in terms of funding or a new project, the RH is always involved or the top-down [method of design and programming as part of general to specific] or below, does not matter. Somehow, the RH is always present. We have, yes, sitting in meetings that define the main issues the company. Just to get an idea, there is a weekly marketing committee in which the RH is also present, even to know the company's growth strategies.
Manager - The tendency to approach the HR the business is relatively new, started to occur with greater intensity in the mid afternoon, when the cause of HR is no longer the only cause of their own HR and is now seen as a cause of the company. That happens here?
Gurman - Actually, we're a very young company, we have completed 10 years on Sept. 13. But we are completely connected to what is strategic to the business plan.
Manager - On September 13 you celebrated 10 years in Brazil?
-Gurman are 10 years of the date on which the contract was issued, the first note, but even in terms of operation, we are completing eight years. And if people see when they introduced the Human Resources department, we're talking about four years ago. So it's an extremely short time, only that short time we can effectively show the organization that HR is not a cost center but rather an opportunity for new business.
Manager - In four years that HR is there, what is the biggest challenge ever in the Brazilian operation?
Gurman - I'm in business for a year and a half and just came on the market with a mission to add knowledge on the basis of the companies they worked. The intention is that there is increasingly a strategic HR.
Manager - What is their training?
Gurman - I'ma businessman and a graduate degree in Human Resources. Before starting in the HR field, I had business with my family. Perhaps this is a fact that helps me in RH: understand what the customer wants. So today, here at LG, we are a very good phase for the Human Resources area with many challenges and many things to be done. This is important.
Manager - The approach of strategic HR as a department such as marketing, engineering, production, etc.. is a recent trend. There is evidence that HR strategy is effectively?
Gurman - Yes, the big test is that any decision that involves people, necessarily, by HR. For anything, HR has to give the final verdict.
Manager - that is, is that relatively new concept of internal consulting ...
Gurman - The difference is that we have this concept, but our concept is that employees remain on the sheet of HR HR. You may have noticed that in some companies, where there is the concept of internal consultant, the HR employee ceases to belong to the leaf HR and is connected to the sheet, the unit manager. This, in our view, undermines the HR because HR must have enough strength to say "No, this is not correct and you should not do so. " So, we center for professionals to have this freedom and this autonomy.
Manager - LG has three main businesses?
-Gurman The first is what we call consumer electronics, which is the white line. The brown line, which is the second business, is the part of computer equipment and the third is the cell phone business. These three businesses are spread across two plants.
Manager - Manaus, Taubatéand here in Sao Paulo?
Gurman - Here we have the whole structure, all shopping, research and development are also here.
Manager - How many employees does the LG in Brazil?
Gurman - LG has today, approximately, in Brazil, 4.2 thousand employees. We are in full growth, a very good phase.
Manager - St. 140 000 employees, $ 72 billion in sales in 2004, operations in 120 countries, 70 subsidiaries of a company that began to be drawn in 1947. The 4200 officers are equivalent to 4% of total worldwide employee of LG. Is that right?
Gurman - That's it. Operations in Brazil, in relation to the total volume of employees, account for 4% of the total.
Manager - In relation to turnover, the company's revenue was $ 830 million last year and the forecast for this year is $ 1.1 billion in the Brazilian market?
Gurman - Yeah. In fact, we'll pop that number. The number will remain at $ 1.3 billion.
Manager - A sales exceeding 50%?
Gurman - Exactly.
Manager - Why 50%?
Gurman - The difference to the product over the competition in terms of design weights. Our design is really good. We have considered a fair price for our customer in terms of durability of equipment and are few problems with our equipment.
Aurea Cardoso - In the aftermarket, we are proud to have the largest service network in the country We have almost 120 000 jobs. If you get one of the competitors, for example, Philips has 68 thousand jobs.
Manager - This differentiates the network's scope?
Aurea Cardoso - Yes, maybe 2005 was the year in which more expanded. We left the axis of Sao Paulo, Rio de Janeiro, Goiânia and open clients, customers have opened in the North, we opened an export market. Before 2004, we exported so much and opened up the export to Mercosur. LG has become the global hub cellular Taubaté. The President of Brazil from LG, Cho Choong Bong, was awarded a promotion and command, Brazil, entire operation of Mobile Comunicattion for Latin America.
Gurman - The President of Brazil from LG also has another hat which is responsible for: any part of mobile phones in Latin America, including development. This gives great importance to Brazil, a center for technological research.
Manager - How you can get this coverage? It is due to the pent-up demand?
Gurman - is the absorption of new products and more than that: the leadership style he has created a challenging environment for people to actually reach the targets. It's a Korean philosophy: "Work and the company will reward you." So therefore there is a worldwide project called LG Way. In this project, we focus on the very issue of innovation, creativity and speed. So by 2010 we will be among the three largest conglomerates. This is a work that began last year and that extends to several actions.
Manager - How many employees were here in Brazil LG, including plants and Taubaté Manaus, in the end of last year?
Gurman - around 3 000 employees.
Manager - There have been until this year, a leap with the hiring of 1, 2 000 employees?
Gurman - Yes. We'll get to the end of the year in 4500 and are beginning to make the first calculations for 2006. By the end of 2006 in terms of projection, we must come to something around 5300 to 5500.
Manager - LG will grow from $ 830 million to $ 1.3 billion, more than 50% over 2005 revenue. That same year, 2005, the volume of employees also increases dramatically. Why?
Gurman - expanded the plant in Taubaté.
Aurea Cardoso - Opened a new mobile phone plant, so we have a very large number. We had an industrial park Taubaté two buildings: one facing monitors and another for mobile phones. Now, we build another building for mobile phones. We have a building especially for monitors, one building to another for cellular TDMA and GSM.
Manager - entered the GSM business?
Gurman - Yes, at the end of last year.
Manager - LG will have 4.5 billion and employees at the end of 2006 until 5500. The picture grows 50% this year and at least 20% next year?
Aurea Cardoso - Yes, we can finish 2006 with up to $ 1.7 billion and this is interesting because We do a series of projections and we always seem surprised by the result.
Manager - What is the turnover of the company today?
Gurman - around 3% per annum. There is a natural turnover, then it is a little higher. But if we take the company as a whole, around 3% to 4%.
Manager - What is your assessment as an employee of HR, you do that number?
Gurman - I think it's great. This proves that people are relying on the direction of the organization, people believe in LG, the people are compromised. So there we have a large space to develop our work.
Manager - LG has highlighted the relationship Valor 1000 Valor Economico newspaper?
Aurea Cardoso - We won. We won almost every award the industry. As the best company in the electronics sector by IstoE Money as the best company in the electronics sector by Gazeta Mercantil, and won the annual Telecom as the best cellular company.
Manager - In the area of HR, specifically, the Great Place to Work Institute is a foundation work for YOU SA that results in the list of best companies to work for. LG signs up in this competition?
Gurman - No, we made the decision that, while not wrap it infrastructure - because there is a strategic plan that was negotiated with the presidency, a plan of three to five years - does not help wanting to do anything yet understand the need to improve. It has some processes that are working in a very strong. So we made the decision for now, not to participate, but I know well, because until now worked in the Group in April.
Manager - LG was elected the company of the year by Info200. What we attribute this recognition?
Gurman - By design, the product quality. It's the return, price and service at the tail end. The company invests heavily in those who sell our product. No are our employees, but treat them as if they were.
Manager - In practice, the LG is in Brazil since 1997. This seems to be the best time experienced by the company ...
Gurman - Absolutely.
Manager - Why?
Gurman - The fact that Brazil had become in 2005, within the LG, the world center for development of cellular phones for export to Latin America. That made us ampliássemos a factory. We doubled our production.
Manager - Of the $ 72 billion worldwide, 4% of revenue comes from Brazil? The goal is to increase that rate?
Aurea Cardoso - No, the goal is to keep the 4%. Know why? We are strong in Asia and, of course, Asia is a continent emerging, we often hear of good companies is a growing market, which deserves full attention, continuous observation. The U.S. produces a strong market and LG is a leader in these two markets. Then, without a doubt, this number should not change much. Expected to be 4%. No more than that. Although Brazil is focus of LG matrix, we have Russia, India and China. So as it goes.
Manager - A recent report on that examination is that of cellular come the majority of the $ 543.3 million sold by the company in Brazil. The $ 300 million for the composition of the bulk of its revenue last year come from other areas of business?
Gurman - A growing share of cell phones and I say this: in terms of distribution, 50% are in the electronics and the other 50% divided on computer products and mobile phones. We know, yes, that cell phones are much leverage these sales, but people will realize it after 2006.
Manager - According to research done this year in July and August record was set in the production of mobile phones and monitors. Was reached record of 10,054 monitors made in a day ...
Gurman - Why such growth? In fact, in July, you get ready for Father's Day. So, historically, the month of July is a good month. In August, to begin making requests already thinking of September, October, etc.. As of August already beginning to have an increase in the production of not only phones, but for all products, thinking at the end of the year because the applications get, effectively, in September. So therefore, we are speeding production.
Manager - There are seasonal peaks as in other businesses: Father's Day, Mother's Day and Valentine's Day?
Aurea Cardoso - No, the main date for us is Christmas and the second is the Mother's Day, or cooperative campaigns, which occur when launching a model, for example, when is the birthday of major retailers such as Carrefour, Pão de sugar. We peaked with Daslu: Daslu opened a new store and we sold 40 plasma televisions in value, each, $ 250 thousand.
Manager - What is the cheapest and most expensive of LG?
Aurea Cardoso - cheaper is the DVD, which costs U.S. $ 249.00, and the most expensive I have is a 71 inch plasma TV that costs $ 350 000.
Manager - What is your opinion on the CLT?
Gurman - The CLT, as you know, she was cast for many years at the time of former President Getulio Vargas, to protect employees. Only today, it ends up rotting because, by comparison, talking about globalization, the issue of Brazilian employed with employees from other countries is very difficult in terms of charges, fees. We have a level of competence, competitiveness much higher. Most likely, if we reform the Labor Code, reducing some things, not only in the LG, but other major suppliers, producers invest more in the country then have to change yes, there are some things that are absurd if not revised, we will run into difficulties.
Manager - And companies increasingly resort to outsourcing to be able to reduce costs ...
Gurman - I had an interesting experience before entering the LG which showed that, depending on outsourcing, there is reduced cost. So it is very important because there are companies who promise many things. But those companies if they do not work as the government requires, may make you who hired them, as someone who has a responsibility they call solidarity. In the end, the economy it generates may leave much more expensive than if you had an employee here, not to mention the aspect of quality.
Manager - Recently, the HR Director Eletropaulo said something interesting: "When something does not change, because it certainly is not everyone wants change." So it may be the role of business in order to understand that CLT does not change, the union, and the government accommodated. The CLT does not change. Why? Brazil, at the time was a country by rail, little industry and had a predominantly agricultural economy. Today is a country of services, an export platform for emerging markets ...
Gurman - There is a lobby too large in order to maintain the current conditions. When you take a CUT, a Union Force, a CGT [General Confederation of Workers], they have a very large lobby with the parliamentarians. Moreover, entrepreneurs are also beginning to show, "Folks, if we do not change, we will break all." There is no magic equation. I think this is a matter of time. In unions today, for example, and I negotiate for the company - have affiliated to the CUT and Força Sindical linked to - you can display numbers. Speech: "Look, if we do this, it could happen. Let's make something in between, a negotiation. "
Manager - How is the recruitment procedure at LG? The company perform the job-rotation?
Gurman - No, not today have this program. It is one of the programs we want to develop within five years, for, exactly, to develop a more holistic view.
Manager - Today, as does the internal recruitment process and also external recruitment?
Gurman - Recently, about a year ago, we created a policy: who indicates employees to work in the organization receives a symbolic value. Ranges from $ 500 to $ 2000. Depends Profile, location, but is a value that the company is pursuing the following function: you entered an employee if the employee participated in the selection process and been approved, if he stays six months, the official said the prize. Moreover, we put in the channel of communication with Human Resources employees. All official messages of the company when the company wants to communicate with the employee, leaving the HR. No other area has the autonomy, the ability, all information for employees, necessarily, have to be HR. So, we put the waves of Taubaté, Manaus, Sao Paulo for people who wish to apply for the position.
Manager - What are the skills necessary to make it work on LG?
Gurman - The person has to put hands on it. You must have an energy level very high, wanting to do, want to negotiate, etc.. Must be a skilled negotiator to achieve effectively address the problems - as they exist in all companies - know how to play, how to negotiate, how to do. I'm not focusing on the technical side. I think at least we, the RH of LG, we believe that attitude is elementary, it's not worth you being Romario and play alone. So have to work well in teams, has who know how to live, must learn to listen, you have to know to position themselves, get feedback, learn what you can always improve.
Manager - LG prioritizes colleges considered the first line? We hear a lot of HR directors as follows: here there is no prejudice against any college. But to get a professional in the area of Engineering, we value the candidate graduated from the Polytechnic School (USP) ...
Gurman - No, here we work with LG in the USP, with Maua, with the FEI and work with Unicamp. Colleges that are, at first, we chose in order to make corporate presentations, and there's going to HR, will someone from the area technique. So already participated in fairs in the USP, fairs within the FEI. If you ask me: "And one of Mackenzie?" It is welcome, of course. Our focus on the recruitment and selection are the characteristics of the individual, whether he will adapt to work with a team that has given profile ... This person will get? There are even people who passed the selection process and then said: "Fabio, I thought it would not be chosen." But why do not you think? "Oh, because there are still some things technical." Well said, some things are missing techniques, just that their attitude, their manner of driving is the difference to others.
Manager - You are a 360 evaluation?
Gurman - No. We do 180.
Manager - They want to deploy the 360?
Gurman - The 360 º it will take a little bit because I know what is the assessment with outside suppliers, even with end customers. Then, 360 evaluation structure as we want to do because if I say I pay for those services, must first have an independent body, very clear indicators that they do not create a protection. Until we think, but it is a good thing for the long term.
Manager - 360 º Evaluation requires a high degree of development and maturity. Brazilian companies are prepared for that?
Gurman - Very few. Managers have difficulties to give feedback, talk to the officer: "Look, you were not so well, this and this." One thing that needs to end is that the manager thinks that performance appraisal is only once a year and we know not. Constantly, we gotta give feedback, accurate feedback. So, managers are not prepared, the staff and also, in certain situations, you can not hear the criticism of the supervisor, one enters a defensive aspect. We did an entire overhaul of our system and the main focus was not to revise the instrument itself, technical issues, was to prepare managers on how to give feedback. So we have invested well in preparing and say, "Look, you have to do so, the assessment is for this and that." So, we invested many hours.
Manager - Concerns about the quality of life for employees is something increasingly present in the actions of HR. What the HR of the company has done about this?
Gurman - At sites where there is the question of having the disease DORT [related musculoskeletal disorder work] as a function of handling equipment, we have gymnastics. We also have programs for influenza vaccination. Why? To prevent the employee from getting sick. Companies have realized that it's much better you take care of the preventive than corrective. Furthermore, we have a different medical plan in relation to market practice. In St Paul we have for almost all the executives annual checkups. We are extending this check-up for all levels. Finishing with a medical insurance. The person will get the link, I sent the HR intranet communication and she answers to this questionnaire that does not go to HR, but straight to the medical insurance. The health care provider in possession of it, will schedule in coordination with the HR. So, for example, when the "Golden" will make this query, it goes through a personal system, which will serve, for a psychologist, a doctor in another area. I, as head of HR, will ensure that her boss to release during this period to make the query. So this is a work that is now starting in September, officials are filling, and next week I'll check with the health insurance you have already entered and who did not fill.
Manager - A Journey flexible, you practice something?
Gurman - I'm only in development, the engineers. Part of these engineers is testing the mobile operators: they have to be on Tim, in Claro, Vivo, and suddenly they have to do this test at 8 o'clock at night. So for now, just in that area.
Manager - The training budget is cut at some point before an instability in the market?
Gurman - has been maintained with local, international. Just to give you an idea, we recently sent 10 engineers to Korea. They will stay there for two and a half months training at cell development area, but the secrets of the company, as this development was set up because we need to have this exchange of empowering these professionals. It is the third class that we have this year.
Manager - Do you use e-learning?
Gurman - use. This is very interesting. We have to make adjustments when we are in the office and when we are at the factory. On the assembly line, you have a greater difficulty because people do not have a single PC to access the Internet. We have placed in businesses and totems that people end up visiting. These programs, some of them from Korea, some are English, there is for people who know English, others we translate, we bring people from lower levels in the organization to participate in it. Regardless of level, we empower the employee so that it has the domain knowledge of English, because most Koreans only speak English, and when they speak Portuguese is very complicated. So the company subsidizes 100% of the English course for employees. We have classes here, we set the whole scheme with a supplier here in São Paulo and Taubaté too. The quality is excellent, I can say this because I was a student and this school is accredited to LG. The student only pay the material.
Manager - The Brazilian has the maturity to deal with e-learning program?
Aurea Cardoso-Tem, here we have an e-learning project which is 80% to 90% compliance.
Manager - And these programs are free?
Gurman - All are. What we need to do now is to expand this network and build what we call "a program tied" if the employee attended the first module, he is able to make the module 2.
Manager - Do you see any relationship in the fact that the company invest so much in training, employee, providing e-learning with the result that the company has gotten?
Gurman - Absolutely. The difference is in people. If you do your work with dedication, if you feel well, if you can see perspectives, if you're comfortable with yourself, physical, mental, psychic, the company tends to grow steadily.
Aurea Cardoso - once asked for the Vice President of LG: "What do you think of this link between Korea and Brazil?" And he replied: "Very good. Korean moves in time, is the Brazilian worker. We'll pop in Brazil. " Got it? Korean is facing time because Korea is a country that has experienced war, then they have this hunger to win this time because they were lost colony of Japan and then suffered civil war between one party and another, and South Korea was almost annihilated by North Korea. We have several examples of Koreans who do not see the father, mother, brothers, do not see the family for 30 years. We have a director who lost his father in a concentration camp in Japan So are stories that are very far from Brazilian reality.
Manager - In an informal conversation?
Aurea Cardoso - No, the newspaper asked him what is the result of Brazil and Korea, because the numbers of LG are very aggressive.
Manager - Who said that?
Aurea Cardoso - Cezar Byun, Vice President of LG. The Korean has timing, the Brazilian labor force. He said he never saw people as a worker. He has one year from Brazil and when he arrived, asked what they knew of Brazil. He replied, "Zh, carnival, samba, football." When he arrived, the Commercial Director took him to meet the major retailers. He entered the Magazine Luiza in France. He had never heard of France, he saw the size of it. Then he took the helicopter and businessman Samuel Klein was aware of the structure of Casas Bahia. He was shocked, positively impressed, because I had never seen that.
Gurman - By taking this issue of culture, one of the challenges of Human Resources, as an agent of change, is to build and develop a new culture. And when we talk about culture, we do not change from day to night is a work of three, four, five years. You get the best of Korean culture, the best of Brazilian culture and develop a new culture, enhance the synergy of both have to offer.
Manager - The classroom training may be substituted by e-learning? In some cases, the LG is replacing?
Gurman - I think when you want to do a drama, I guess there is how do you replace it. E-learning is interesting, but certain programs when you want to mess with attitude and behavior, even in some situations, you will still need to use the classrooms.
Manager - The legal requirement in the hiring of disabled people is fulfilled?
Gurman - Totally. We have programs in Taubaté and Manaus. Here in São Paulo, there are also two cases of people with hearing and hired for the development area in a totally strategic.
Manager - What do you do in the area of Social Responsibility?
Gurman - LG, despite being a firm enough new on the market is aware that we have to help the society through donations, providing products, actions that make people realize that the company is not only there to profit. A project that we are still riding, but it will be nearly ready - the date is set - is the creation of the LG National Day of Blood Donation. We are bringing into the company, all employees will be advised earlier, this donation will occur spontaneously. We know this need, the lack of blood. And we intend to develop new projects and others in this regard.
Manager - What benefits will the company provides for employees? We
Gurman-care, an excellent dental plan, life insurance, ticket restaurant, breakfast, parking. From the Assistant to the President, each station within the mall (the company's headquarters in Sao Paulo is the tower of the Market Place). The company pays 100%.
Manager - Has PLR?
Gurman - Yes.
Manager - is a goal?
Gurman - Yes, it is goal. In this case, we attach the target company's overall goals and some of the units. Sao Paulo has one goal, has another Taubaté. Last year, it yielded, on average, 2.5 more than the wages.
Manager - LG PLR exist on how many years?
Gurman - Taubaté in Manaus and there is no more than four years, and here in Sao Paulo two years ago. We also Deserving Recognition Program. It's out of PLR and enter the company's remuneration policy.
Manager - Do you have stock option?
Gurman - No, because the LG is not a corporation, is limited. But we do, yes, allocation of funds, securities, depending on your performance. What makes the LG is that people who have overcome, it is used for you to walk or horizontally or vertically on the salary scale.
Manager - Private pension ...
Gurman - No. Today we have only one agreement, but that's not what we want, not thinking only of the retirement adjustment. It is an attraction and retention plan. How it works? For every dollar the employee put the company puts this very real and after the "crux" years, as we are setting the table, the employee may cash out what the company has deposited and not what he deposited. This is a program of retention and attraction and also will be ready in January 2006.
Manager - LG exports from Brazil?
Gurman - Exports to Peru, Bolivia, Venezuela and Argentina.
Manager - And the volume of export in relation to which the company imports ....
Gurman - Today, basically, we bring refrigerators, washing machines - get into this for months. So our strategy is this: we have a period of two years. If these two years the results that we put as targets are reached, the production of these products will be made in Manaus.
Manager - E flexible benefits?
Gurman - I knew only one company in Brazil that was able to implement, which is HP. They have a system developed so there are 7 or 8 years, which gives all the conditions for putting it into practice. Other firms have begun to develop concluded that the cost of administration is much greater than you offer everything to everyone.
Manager - HR at the LG's different from others?
Gurman - I think the possibility that you create new things. The company is always open to different things, innovating. I think the work environment provides to people who can give their best and to demystify this issue a bit of oriental culture, especially Korean. Unfortunately, we, Brazilians, Koreans usually generalize as traders Bom Retiro, the 25th March I can assure you: the Koreans here are people with undergraduate, graduate, a high international experience, an intellectual world far above average. This makes the company can put it into practice. So I think that HR really is that in order to unite cultures.
Manager - Identity as a differentiating factor ...
Gurman - Exactly. Then you take that person's knowledge, the number of languages she speaks, dedication, etc.. HR has been enjoying this opportunity and this is very interesting. We're getting an upgrade in the development of people, which is and should be a permanent objective of Human Resources. The trajectory of
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