Hyundai’s Hae In Kim on Building a Global Workforce for the Future
By Shereen Shabnam
In the heart of Korea’s automotive powerhouse, I sat down with my fellow jury from the Women’s World Car of the Year to interview Hae In Kim, Executive Vice President and Chief Human Resources Officer of Hyundai Motor Company. With more than 130,000 employees under her guidance, Kim is not only steering the HR strategy of one of the world’s most influential automakers, but also reshaping what it means to lead with purpose, inclusion, and global vision. In our conversation, Kim shared her insights on Hyundai’s cultural transformation, the empowerment of women in mobility, and her aspirations to leave behind a legacy of a more integrated, agile, and globally united Hyundai.
When Hae In Kim joined Hyundai Motor Company in early 2024, she stepped into a role that impacts the professional lives of over 130,000 people globally. As Executive Vice President and Chief Human Resources Officer, Kim’s mandate stretches far beyond traditional HR boundaries as she is tasked with transforming Hyundai’s workplace culture, amplifying inclusivity, and aligning talent strategy with the company’s bold 2030 vision.
“It’s not just about having a strategy but about how people work together to deliver it,” Kim says. At the core of this transformation is what Hyundai calls “The Hyundai Way,” a unified cultural framework born out of global employee feedback. Through surveys, focus groups, and leadership interviews, Kim and her team distilled a renewed behavioral philosophy to guide the company’s evolution. “We didn’t want it to be a slogan on a wall. We wanted it to be a living, breathing part of how we operate every day,” she explains.
One of Kim’s first priorities was ensuring that this cultural movement was not limited to headquarters. “We realized that we needed a common global language,” she says. The solution was a network of internal culture change agents, embedded within regional teams and tasked with spreading and sustaining the Hyundai Way across all business units. From executive leadership to factory floors, every level is involved in fostering a more collaborative and globally minded organization.
As the auto industry undergoes seismic shifts, electrification, smart mobility, and sustainability, Kim is reimagining talent development to meet future demands. She introduces the idea of “purple people” those who can bridge the gap between hardware and software thinking. “Whether you are in quality control or design, cross-functional fluency is essential.”
For Hyundai’s women employees, this transformation is particularly empowering. While automotive has traditionally been male-dominated, Kim sees diversity and inclusion (D&I) through the lens of long-term sustainability. “We focus on inclusion first. You can hire for diversity, but without an inclusive culture, you miss out on the benefits,” she notes. Under her leadership, Hyundai has introduced mentorship programs, allyship initiatives, and flexible policies that support women balancing career and caregiving responsibilities.
Kim was also instrumental in Hyundai’s first-ever public D&I goals, now embedded in the company’s sustainability roadmap. “We have declared our targets, and now we are working closely with our regional heads to measure progress,” she says. In fact, her upcoming meetings with regional teams include reviewing representation in areas like the Middle East, where cultural dynamics are rapidly evolving, particularly around female drivers and women in customer-facing roles. “We are benchmarking against the best in the region to raise the bar,” she adds.
On the subject of Hyundai’s car development process, Kim was visibly proud when discussing the Women’s World Car of the Year award for the new Santa Fe. “Our teams always design with a diverse customer in mind, and safety is always the top priority,” she says. From product meetings to design reviews, the needs of women drivers are part of the conversation, down to thoughtful details like well-lit vanity mirrors in the Genesis range for added comfort. “It’s about customer-centricity and it is our competitive edge,” she says.
Despite being a mid-career recruit, a woman, and having spent many years abroad, Kim never felt like an outsider at Hyundai. “I was struck by how welcoming the team was,” she reflects. “It is part of the company’s DNA to learn, to adapt, and to value different perspectives.”
Looking ahead, her personal goal is clear: “I want to leave behind a Hyundai that feels like one global team. Not just competitive in the market, but an organization where talent thrives and where our people are sought-after by the world.” And to young women aspiring to leadership roles? Her advice is balanced and wise: “Have confidence in yourself, but also be honest about where you need to grow.”
With humility, vision, and fierce clarity, Hae In Kim is not just helping Hyundai build better cars – she is helping it build a better company.
“Our people strategy must reflect the same innovation we bring to our vehicles. We don’t want it to be a slogan on a wall – we want it to be a living, breathing part of how we operate every day.”
— Hae In Kim, EVP & CHRO, Hyundai Motor Company
