By Kiu Sik Bae (eds.)
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Extra resources for Employment Relations in South Korea: Evidence from Workplace Panel Surveys
8% in 2009. 1% at the end of 2009. 0% at the end of 2009. 5 D Source: Korea Labor Institute. 2006. Workplace Panel Survey 2005, 2008. Workplace Panel Survey 2007, 2010. Workplace Panel Survey 2009 Notes: 2005 occupations are classified according to the 5th Korean Standard Classification of Occupations, and 2007 and 2009 occupations are classified according to the 6th Korean Standard Classification of Occupations. A = Managers; B = Professionals and white collar workers; C = Service and sales workers; D = Production workers and unskilled workers.
5% in 2009. 9%). 6%). Work-Net placed third among the recruitment methods for midcareer recruits, whereas for the recruitment of new employees, it placed second in both 2007 and 2009. These results indicate that “recommendations by other employees or related persons” played a more important role in the hiring of midcareer recruits than in the recruitment of new employees. 0) Midcareer recruits Source: Korea Labor Institute (2006). Workplace Panel Survey 2005, (2008). Workplace Panel Survey 2007, (2010).
Career development The way in which managerial positions were filled showed that efforts were being made to nurture talent from within rather than source talent from outside the organization. “Managerial positions” are defined here as positions at the department-manager level or higher and positions at the assistant-manager and line-manager level that involve managerial roles. When a position becomes available at the managerial level, the position may be filled through internal recruitment, through equal opportunity internal or external applicants, or through external recruitment.
Employment Relations in South Korea: Evidence from Workplace Panel Surveys by Kiu Sik Bae (eds.)