2025 IONIQ 5 NBy Don Southerton
For global teams, steering the norms and expectations of the Korean workplace can be a challenge.
Workplace norms differ less today in Western operations, as the international business model is common, despite some regional differences.
That said, Korean domestic companies and headquarters follow a Korean business model. However, as I have shared in articles, podcasts, and books, change has occurred, such as casual dress.
Today, however, we may observe that recently assigned Korean expats still adhere to the traditional model, at least in their interactions with the Korean team and in daily correspondence with Korea. Most notable is their use of titles with Korean teams and seniors, as well as their quiet, respectful demeanor with upper management.
This difference between Western business industry norms and today’s accustomed practices and those of Korea and their operations can sometimes be challenging.
First and foremost, although local leadership manage their operations, they still need to report to a Korean HQ. In the past, it was the expat’s responsibility, and there was an expectation that reports would be formatted according to SOP HQ guidelines.
Next, with more direct meetings between Western teams and Korea, time differences can be challenging, especially for pressing issues that need immediate action. These often occur with time differences overlapping late in the day, and when Koreans at the HQ arrive at work. This can easily push discussion into the evening for local teams. And, in the past, with expats interacting with Korea, they often stayed late into the evening and even overnight.
So, what are the workarounds?
I recommend that 1) Western leadership receive ongoing and frequent updates on Korea and the workplace, as well as coaching and mentoring, where questions and issues impacting their company and work can be addressed.
And 2, the local team also needs immersion in Korean business norms, practices, and expectations—both in general and specifically with their home Korea Group and its sister companies. Norms can vary, for example, between Hyundai, CJ, Samsung, LG, SK, and their startups. Moreover, Korea is constantly changing.
As always, I am here to discuss… Let’s set a time to talk. https://www.bridgingculture.com
Norms and Expectations Korea 2025
By Don Southerton
For global teams, steering the norms and expectations of the Korean workplace can be a challenge.
Workplace norms differ less today in Western operations, as the international business model is common, despite some regional differences.
That said, Korean domestic companies and headquarters follow a Korean business model. However, as I have shared in articles, podcasts, and books, change has occurred, such as casual dress.
Today, however, we may observe that recently assigned Korean expats still adhere to the traditional model, at least in their interactions with the Korean team and in daily correspondence with Korea. Most notable is their use of titles with Korean teams and seniors, as well as their quiet, respectful demeanor with upper management.
This difference between Western business industry norms and today’s accustomed practices and those of Korea and their operations can sometimes be challenging.
First and foremost, although local leadership manage their operations, they still need to report to a Korean HQ. In the past, it was the expat’s responsibility, and there was an expectation that reports would be formatted according to SOP HQ guidelines.
Next, with more direct meetings between Western teams and Korea, time differences can be challenging, especially for pressing issues that need immediate action. These often occur with time differences overlapping late in the day, and when Koreans at the HQ arrive at work. This can easily push discussion into the evening for local teams. And, in the past, with expats interacting with Korea, they often stayed late into the evening and even overnight.
So, what are the workarounds?
I recommend that 1) Western leadership receive ongoing and frequent updates on Korea and the workplace, as well as coaching and mentoring, where questions and issues impacting their company and work can be addressed.
And 2, the local team also needs immersion in Korean business norms, practices, and expectations—both in general and specifically with their home Korea Group and its sister companies. Norms can vary, for example, between Hyundai, CJ, Samsung, LG, SK, and their startups. Moreover, Korea is constantly changing.
As always, I am here to discuss… Let’s set a time to talk. https://www.bridgingculture.com