Should Samsung Make Changes of the Orientation Program?

Introduction

Founded in 1983, Samsung was just one nameless manufacturer and was in danger in 1997 during the Asian financial crisis. However, Samsung survived and rose dramatically since then. Right now, the firm has jumped up to top 22 among international brands all over the world.

Besides getting support from the Korean government, the DNA of Samsung success is its people. "The company is its people" is Samsung's slogan and every Samsung employee knows it. Driving its people to reach its goal is the company's strategy and its strongest weapon. Moreover, with the spirit of "nothing is impossible", the corporation became the world's best by its passion of pursuing the professionals.

Since people are its priority number one, educating employees on the Samsung management philosophy, values, and business principles became Samsung Human Resources Development Center's (SHRDC) top research topic and main job. SHRDC provides initial training, promotion courses, leadership training, global training, most importantly the New Employee Orientation (NEO). During the one-year of NEO, newbies must attend 6 months of pre-education guidance and 6 months of on- the job instruction progress. New members will be trained to think and behave in the Samsung way. Significantly, freshmen have opportunities to build relationships with each other and with the seniors. However, because of Samsung's changing recruitment policy, development center started reconsidering the fitness of the current orientation system.

As a potential foreign applicant who is highly interested in working for Samsung, structural, cultural, and political lenses will be used to analyze NEO and provide recommendation to SHRDC.

The Strategic Design Lens

Using my structural lens, I am going to analyze the modification on both current and future organizational structures. Samsung used to have around 50% new employees who just graduated from schools. Most of them did not have prior job experience and no training, in other words, they are blank sheets. Also, a big proportion of new members are natives. As the firm was growing, Samsung desired to set up a higher goal which was to become a more globalized corporation. Therefore, the company had its first move by recruiting more experienced employees and foreigners as its stepping stone. The percentage of graduates hired was decreased. In contrast, the percentage of hiring more experienced and foreigners went up to 34% and was planning to reach 60% in the future. They used to have 250 Koreans in total if we assumed that there are 500 new employees. But then only 80 Koreans were recruited and the proportion of foreigners went up 34% more. The numbers of new- employed Korean drops twice as it was before. In this case, company should notice the undergoing internal reconstruction.

In order to present decent