KBR 코리아비즈니스리뷰 · Section
MANAGEMENT ARTICLE
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Organizations with Frequent Resignations: Can We Solve It Just by Increasing Hiring... We Must Look at Why People Leave First
In August 2026, the number of job movers in domestic business establishments reached 1.036 million, making workforce mobility a routine condition of corporate management. A survey of the top 500 companies showed that an average of 16.1% of new hires resigned within one year, and 75.6% of companies estimated the loss cost per early quitter at 20 million won or more. According to Gallup, 42% of recently resigned U.S. workers stated their departures could have been prevented had the organization or manager taken appropriate action. The core of resignation management lies in identifying causes by dividing overall turnover rates by tenure, department, manager, and voluntary versus involuntary separation. Before repeating recruitment, organizations must review onboarding, realistic job previews, regular dialogues with managers, growth, and work environments to transform into places where people stay.
강지혜 Editor · 10/02/2026
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When Job Postings and Interview Conditions Differ: Decision-Making Standards for HR and Team Leads
KBR경영연구소 · 10/01/2026
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Why High-Performing Team Leaders Bring Organizations to a Standstill… The 5 Costs of Delegation Failure
박소유 Editor · 10/01/2026
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Employee AI Training: Looking Beyond Completion Rates to Business Performance
박소유 Editor · 09/30/2026
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Do We Need to Increase Inventory When Sales Rise? Separating Demand and Price Effects Through Costco's Performance
KBR경영연구소 · 09/24/2026
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Why IKEA Is Lowering Prices While Accepting Lower Margins: How a €1.2 Billion Investment is Reshaping Competition
An analysis of IKEA's European pricing investment plan, examining how discount rates, sales volume, supply costs, and financial burdens are interconnected in its pricing strategy.
KBR경영연구소 · 09/20/2026
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Lego Released 330 New Products in Half a Year and Grew Operating Profit by 22%: The Operating Structure That Handled High-Mix Innovation
Examining Lego Group's 2026 first-half performance and investment data to see how a common platform, portfolio roles, manufacturing innovation, and retail experience control the complexity of high-mix innovation.
KBR경영연구소 · 09/18/2026
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Why Toyota Gives Frontline Workers the Authority to Stop Production Lines: The Management Structure That Prevents the Spread of Defects
An analysis of how Toyota's jidoka connects frontline stopping authority with anomaly detection, response, resumption, and organizational learning.
KBR경영연구소 · 09/17/2026
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How Do a Organization's Core Values Impact Organizational Performance?
Analyzing the connection between core values and organizational performance through the cases of Toyota's quality management, Microsoft's learning culture, and LG's customer value awards. It outlines how to apply these principles to hiring, evaluation, authority, meetings, and performance measurement.
KBR경영연구소 · 09/16/2026
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Where Did the Time Saved by AI Go... Performance Standards Management Must Change
Increased AI usage and reduced working hours do not necessarily translate to proportional improvements in organizational performance. Recent studies highlight the need to evaluate program activity, time savings, and final output separately. Management must examine the entire workflow—including review and rework—rather than just drafting speed. Deciding how to allocate the time gained—whether toward additional work, quality improvement, learning, or recovery—is also a critical choice. KBR proposes completion criteria, measurement methods, and operational principles to assess the outcomes of AI adoption.
이태민 책임기자 · 09/14/2026
