No items found.
People
At DataHunt, each and every one of our members is an integral part of the company. We caught up with our HR Manager, Suhyun Kang, to learn more about our talent and the future of DataHunt.
A Hello. My name is Suhyun Kang, and I'm in charge of human resources at Datahunt. It's a pleasure to meet you.
I started my career in human resources at a 300-employee equipment manufacturing company dealing with semiconductors, displays, etc. My responsibilities included recruitment, payroll, and organizational culture. Later, I also worked as a headhunter at the recommendation of an acquaintance. While I didn't know what the future held, I came across and became interested in talented people in the IT industry and startups who were excited about the future and passionate about succeeding.That led me to start working in human resources again.
My next company was a game company, where I interacted with a variety of people and watched the team grow from 70 employees to 170, and then I joined Datahunt in December of last year, where I'm still working in HR, but I'm experiencing a different kind of growth and fascination than in my previous company.
A The HR team at my previous company had gotten into a rut, and it was important to me to keep things stable rather than trying to do something new, and I wanted to learn and grow in a new environment, which is how I came to Datahunt.
Usually, HR people are brought in at 30 or 50 people, or even later if the CEO personally doesn't think HR is important. When I first joined, there were about 10 people. I was intrigued by the fact that a 10-person organization was thinking about human resources. This made me think, "Datahunt is a company where people are important," and I wondered how many people had experienced a 10-person organization as a human resources role, and if there was an opportunity for me, so I decided to join Datahunt.
A I'm in charge of all HR-related tasks, including recruitment, retirement, payroll, attendance, organization, labor, and subsidies.
At the beginning of my career, recruitment and onboarding of new employees were important to me. In fact, when I worked in recruitment at a game company for about 4 years, I hired about 200 people for temporary hiring, so I thought, "It's about 10people!" But game companies and IT companies are different.
In order to adapt to the different recruiting environment, I often held coffee chats with people in the same industry. Through LinkedIn, I was able to meet developers, human resources, planners, designers, etc. and understand the industry and get tips on recruiting based on that. In conclusion, the members of Datahunt are now looking beyond 20 people to 30 people, so it can be said that Datahunt's recruiting business has also adapted.
Recently, we've been really busy, as you said, with our parent company going public, adding members, raising revenue, and moving offices. When I first joined, it felt like we were growing month by month, but now I can feel DataHunt growing week by week.
As a newcomer, I'm sure you're busy adjusting to the office, but I've been doing a lot of onboarding, so I'd like to take this time to thank our members for being patient with me and helping to stabilize the HR function.
A. A big driving force behind Data Hunt's recruitment is that all of our members are genuinely interested in recruiting talent. It's not an exaggeration to say that all of our members, including the CEO, are hidden human resource managers. They are not only interested in recruiting for their own teams, but also for related departments.
During the recruitment process, there's a lot of communication with the people who are going to be joining DataHunt. They usually have a month's notice period before they join, and as they're preparing to leave, they start to get acclimatized toDataHunt. We take them out for meals, share good news about the company, and ask them how they're doing. After that, when they join, their onboarding is as fast as if they've been here for a few months, even though they're new.
In conclusion, DataHunt's recruitment process is very much a collaborative effort with all the members and includes a lot of good input from the members. I don't think it would be as detailed and lively if I had to do it alone.
A There's a definite difference between HR at a traditional company and at DataHunt. In at raditional HR team, you're working for employees in a separate space from the rest of the company. You're often interacting with team leaders and above, and you're dealing with a lot of big issues and trying to solve them rather than small ones.
But now, I'm in the same space with employees, communicating with them and sharing big and small issues with them, so I'm seeing and feeling their needs, details, and joys thatI didn't see in the past, and we're growing together. At first, I felt burdened and nervous working with employees in the same space, but now I think I'd be sad to be separated.
A I think it's important to keep in mind that the smaller the organization, the faster the impact of one person can spread. For example, if someone has negative thoughts about the company or their job, that energy can easily become contagious, and vice versa for positive energy.
So I've been thinking a lot about how to harness this butterfly effect, and it's really about whether or not the candidate is a positive force, and whether or not they can bring that synergy to the team. I also look a lot at their ability to communicate.How do you know that...... It's hard to put your finger on it, but I think you get a sense when you talk to them. We call the members of Datahunt"hunters," and we say things like, "Hunters recognize hunters!"
.svg)
