[Expert Column] Diversity Is Competitiveness: Korean Organizations in the U.S. Must Treat DEI as a Core Management Agenda
- Ji Min Yoo
- Nov 7, 2025
- 2 min read
Written by Stella H. Kim, SPHR
Published November 6, 2025
[HRCap 2025 Localization Playbook Series]
⑧ HR Strategies for Korean Companies in the U.S.
- People-Centered Management to Advance from Cultural Adaptation to Cultural Expansion
The true measure of competitiveness in the U.S. market lies not in the scale of talent acquisition, but in the depth of organizational culture.
Diversity and inclusion are no longer moral ideals; they are strategic imperatives. Millennials and Gen Z professionals value fairness, belonging, and respect for individuality over compensation, making these factors decisive factors in employment choice.
A Glassdoor survey shows that 76% of job seekers evaluate a company’s Diversity, Equity, and Inclusion (DEI) commitment before applying. Yet many Korean companies still prioritize cultural homogeneity, deferring diversity efforts for the sake of stability and efficiency.
In the U.S., diversity is the essence of localization. Linguistic and ethnic diversity form the foundation for understanding markets and earning client trust.
McKinsey reports that companies with higher racial and gender diversity achieve up to 36% greater profitability and twice the innovation performance. When diverse perspectives and experiences shape decisions, organizations solve problems and adapt to market changes more effectively.
So then, how can Korean companies truly become trusted U.S. entities? The solution lies in expanding people-centered management and embedding DEI into their corporate DNA. Transplanting headquarters’ polices and organizational culture makes local employees feel that they work for a “Korean company.” True localization transforms a “U.S. subsidiary of a Korean company” into a “global U.S. entity trusted by the local market,” aligning talent composition, communication methods, and leadership structure with local values.
Diversity is not simply about ratios, but about embedding respect for different perspectives into actual decision-making. When such structures are in place, local talents can feel valued and empowered. Over time, this strengthens the company’s brand reputation and hiring competitiveness.
HRCap, a Global Total HR Solutions Partner, has spent the past 25 years partnering with clients across the U.S., Korea, Europe, and Asia, successfully executing tens of thousands of global recruitment and HR consulting projects, while establishing a practical localization model centered on DEI. Leveraging AI-powered talent matching technology and a 10-million multinational candidate pool, HRCap has worked with companies to design inclusive organizational structures. Additionally, we have provided cross-cultural leadership coaching, global communication workshops, and DEI capability seminars for local leaders to bridge the gap between headquarters and local entities.
Korean companies must now establish three core DEI execution principles to drive localization:
Analyze workforce composition and promotion data to measure diversity
Strengthen inclusive leadership through bias awareness and multicultural communication training
Build open feedback and communication channels for diverse participation
These three principles are not merely HR policies, but growth infrastructures that convert diversity into competitiveness. Building an ecosystem where local talent feels respected and empowered marks the shift from a “Korean Company” to a “Global Organization” in the U.S.
True localization transcends cultural adaptation; it is cultural expansion. Only organizations that internalize diversity can lead innovation, turning survival into sustainable growth.
Stella H. Kim, SPHR
HRCap – SVP, Head of Americas & Chief Marketing Officer
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