{"id":32859,"date":"2025-10-10T07:52:09","date_gmt":"2025-10-10T07:52:09","guid":{"rendered":"https:\/\/yijin.seo2.au\/?p=32859"},"modified":"2025-10-10T08:00:14","modified_gmt":"2025-10-10T08:00:14","slug":"people-development-is-not-a-departments-job-its-the-companys-top-priority","status":"publish","type":"post","link":"https:\/\/yijin.seo2.au\/es\/news-blog\/developing-people-company-priority\/","title":{"rendered":"El desarrollo de las personas no es tarea de un departamento: es la m\u00e1xima prioridad de la empresa"},"content":{"rendered":"

Gavin Yi of Yijin Solution explains how treating people development as a CEO priority built a culture where technical excellence and human values thrive side by side.<\/strong><\/p>\n

Gavin Yi, CEO of Yijin Solution, a global manufacturing company specializing in precision parts production, remains closely connected to HR strategy and execution, not as an occasional check-in, but as a core leadership responsibility.<\/p>\n

His approach reflects a fundamental belief: in manufacturing environments where operational efficiency and technical precision drive competitive advantage, people development cannot be separated from business strategy.<\/p>\n

It must be woven into the fabric of how the company operates daily.<\/p>\n

To understand how Yi integrated HR into his CEO mandate and what that integration has meant for Yijin’s culture and performance<\/a>, HRD Asia<\/em> spoke with him about dual career pathways, performance systems that balance numbers with growth, and why AI should never make the final call on talent decisions.<\/p>\n

Why a CEO stays connected to HR strategy<\/h2>\n

Yi’s involvement in people strategy serves both practical and strategic purposes. It keeps business decisions grounded in operational reality while signaling organizational priorities.<\/p>\n

“I’ve always believed that while technology defines our capabilities, it’s people who determine how far those capabilities can go,” he explains.<\/p>\n

“As CEO, I stay closely connected to the pulse of the organization to ensure our people strategy and business strategy move in sync.”<\/p>\n

This connection provides direct insight into how the organization functions beyond reports and dashboards.<\/p>\n

“It allows me to sense how the company is really operating day to day and prevents decisions from drifting too far from frontline reality,” Yi says.<\/p>\n

The CEO’s attention to people strategy also communicates what matters most at Yijin. “It also sends a clear message across Yijin: people development is not a department’s job… It’s the company’s top priority,” he adds.<\/p>\n

Hardwiring values into behavior<\/h2>\n

When Yi began building Yijin’s HR systems, the objective extended beyond creating functional structures.<\/a><\/p>\n

The goal was to define what kind of company Yijin would become over the long term, and to make those aspirations measurable and enforceable.<\/p>\n

“When I look back at building Yijin’s HR system, it was never just about structure or process design… It was about defining the company’s DNA and long-term character,” Yi says.<\/p>\n

The challenge was translating abstract values into concrete behaviors that could be observed, assessed, and rewarded.<\/p>\n

“From the very beginning, we wanted to hardwire our values into measurable behavior,” he explains.<\/p>\n

“I’ve always believed that without measurement, there’s no management. If you only reward numbers, you end up encouraging short-termism and self-interest.”<\/p>\n

Yijin’s core values\u2014customer focus, collaboration and win-win, and accountability\u2014became behavioral standards directly tied to advancement and compensation.<\/p>\n

“So we converted our values: customer focus, collaboration and win-win, and accountability, into clear, observable standards of behavior,” Yi says.<\/p>\n

“Promotions and rewards depend not only on results but also on how those results are achieved.”<\/p>\n

This approach created lasting cultural foundations<\/a>. “This approach ensured our culture wasn’t just a slogan on the wall but a living code of conduct,” he notes.<\/p>\n

“It made it clear to everyone that at Yijin, how you succeed matters just as much as whether you succeed. That became the foundation of a fair, trusted, and sustainable culture.”<\/p>\n

Integrating efficiency with growth<\/h2>\n

Rather than treating operational efficiency and employee development as competing priorities, Yi designed systems where they reinforce one another.<\/p>\n

“We never see efficiency and growth as opposites… They’re two sides of the same coin,” he says.<\/p>\n

“Our goal has been to weave people development directly into our operations so they reinforce one another.”<\/p>\n

Yijin embedded development into performance reviews<\/a> and operational improvement cycles, making skill-building inseparable from work itself.<\/p>\n

“For instance, we introduced a ‘performance improvement\u2013driven’ development model,” Yi explains.<\/p>\n

Performance conversations evolved into joint problem-solving sessions, focusing on both outcomes and capabilities.<\/p>\n

“Performance reviews are no longer just scorecards; they’re growth conversations where managers and employees jointly reflect on both outcomes and capabilities: What skills need to improve so we can deliver faster and better next time?” he says.<\/p>\n

Those insights translate into targeted skill-building that directly impacts operational results.<\/p>\n

“Then we turn those insights into action through bite-sized learning, on-the-job practice, measurable skills, and everyday coaching,” Yi notes.<\/p>\n

“This way, HR becomes the bridge that connects operational efficiency with personal growth… Not a choice between the two.”<\/p>\n

Dual career pathways: dignity for technical excellence<\/h2>\n

Yijin created parallel career tracks for technical and managerial talent, recognizing that forcing engineers into management roles to advance created poor outcomes for everyone involved.<\/p>\n

“We wanted to avoid the lose-lose situation where great engineers feel forced into management roles just to advance, and end up becoming mediocre managers,” Yi says. “Technical excellence should carry its own dignity and rewards.”<\/p>\n

Making the dual pathway work required ensuring genuine parity between tracks. “The key was to ensure both tracks are equal in pay, authority, and access to resources,” he explains.<\/p>\n

The impact has been substantial. “This approach has been transformative: it stabilized our core technical talent, encouraged innovation, and ensured that leadership positions are filled by people who genuinely love leading,” Yi says.<\/p>\n

Using engagement data without blind spots<\/h2>\n

Yi identifies three critical lessons for interpreting employee sentiment and engagement data effectively.<\/p>\n

“Three main lessons stand out,” he says.<\/p>\n

The first is looking beyond aggregate scores to understand variation and exceptions.<\/p>\n

“First, avoid the ‘average trap’… Dig into the differences and outliers behind the data instead of settling for surface-level trends,” he explains.<\/p>\n

Quantitative data requires a qualitative context to be meaningful.<\/p>\n

“Second, combine numbers with narrative. Use interviews and discussions to understand the why behind the data,” Yi notes.<\/p>\n

Data only matters if it leads to tangible improvements. “Third, focus on actionable insights. Guide teams to identify specific, achievable improvements so data turns into real change,” he says.<\/p>\n

Where AI should assist, and where it must not decide<\/h2>\n

Yi’s view on AI in HR crystallized when Yijin’s screening tool nearly eliminated a candidate who turned out to be highly promising despite an unconventional background.<\/p>\n

“One defining moment came when an AI screening tool<\/a> nearly filtered out a nontraditional but highly promising candidate,” he recalls. “It was a wake-up call.”<\/p>\n

AI’s value lies in pattern recognition and processing efficiency, making it useful for identifying issues that require human attention.<\/p>\n

“AI is brilliant at processing large datasets, spotting patterns, flagging risks, and improving efficiency… It should act as an early-warning radar,” Yi explains.<\/p>\n

Critical decisions involving potential, cultural alignment, and ethical considerations require human judgment.<\/p>\n

“However, humans are irreplaceable when it comes to judging potential, assessing cultural fit, and making ethically grounded decisions,” he says.<\/p>\n

“Empathy, intuition, and accountability are what keep algorithms fair and decisions grounded in long-term thinking.”<\/p>\n

Yi offers a clear principle: AI can surface issues, but people must resolve them.<\/p>\n

“For example, if AI flags a potential risk pattern related to performance or attrition, the follow-up investigation, dialogue, and final decision must always rest with a human manager… Never with a machine,” he says.<\/p>\n

Reframing performance management<\/h2>\n

Yi transformed Yijin’s performance system from a purely evaluative process into a developmental one.<\/p>\n

“We’ve reframed performance management from a ‘numbers trial’ into a ‘growth dialogue,'” he says.<\/p>\n

This reframing required several structural changes. First, expanding the definition of performance.<\/p>\n

“Redefine performance: measure both results and capability development,” Yi explains.<\/p>\n

Second, changing how managers and employees interact during reviews.<\/p>\n

“Encourage open communication: use frequent, informal coaching-style check-ins where managers act as partners, not judges,” he says.<\/p>\n

Third, ensuring consistency in how performance is assessed across different parts of the organization.<\/p>\n

“Ensure fairness: use calibration reviews to align standards across departments,” Yi notes.<\/p>\n

Finally, connecting evaluations to future development. “Link to development: connect evaluations directly to personal growth plans so employees feel supported while still accountable,” he says.<\/p>\n

Making the business case for people investment<\/h2>\n

When Yi discusses people-first strategies with financially focused stakeholders, he frames the conversation around measurable business outcomes.<\/p>\n

“I speak their language… The language of business outcomes,” he says.<\/p>\n

The first argument centers on operational reliability. “Operational resilience: a stable, skilled team reduces quality issues, downtime, and rehiring costs,” Yi explains.<\/p>\n

Innovation follows from engagement. “Innovation premium: engaged employees drive process innovation and continuous improvement that directly boost profitability,” he notes.<\/p>\n

People investment also functions as risk management. “Risk mitigation: investing in people helps hedge against turnover, safety incidents, and production volatility,” Yi says.<\/p>\n

Employer reputation affects both talent acquisition and client relationships. “Brand value: a strong employer brand attracts top talent and reassures clients of our long-term capability,” he adds.<\/p>\n

“People-first is not the opposite of profit… It’s what sustains it,” Yi concludes.<\/p>\n

What HR leaders need to influence at the CEO level<\/h2>\n

For HR professionals aspiring to shape business strategy, Yi identifies three essential transformations.<\/p>\n

“Three transformations are essential,” he says.<\/p>\n

First, HR leaders must develop business acumen. “From functional thinking to business thinking… Understand business models, markets, and financials like a CEO,” Yi explains.<\/p>\n

Second, they must position talent as a strategic advantage. “From service provider to strategic driver. Use talent insights to create competitive advantage,” he notes.<\/p>\n

Third, they need analytical and diagnostic capabilities.<\/p>\n

“From task execution to systemic insight… Develop strong data analysis, organizational diagnosis, and change management skills,” Yi says.<\/p>\n

Technical capabilities alone are insufficient. “And above all, have the courage and willingness to take responsibility for results, not just processes,” he adds.<\/p>\n

A vision for manufacturing’s future<\/h2>\n

Yi hopes his approach to integrating technology with human-centered management influences how manufacturing leaders think about people strategy in the coming decade.<\/p>\n

“I hope it encourages manufacturing leaders to elevate their perspective… To see HR not as a cost center, but as the engine of innovation and resilience,” he says.<\/p>\n

This requires rethinking how technology and people interact within organizations. “That means humanized technology. Using tech to empower people, not replace them. Personalized management, [which is] using data to develop each person more precisely. Agile organizations… Building project-driven, collaborative teams that can adapt quickly,” Yi explains.<\/p>\n

“Ultimately, I want manufacturing to become a workplace where technical excellence and human values thrive side by side,” he concludes.<\/p>\n

Back to Top: People Development is not A Department\u2019s Job – It\u2019s The Company\u2019s Top Priority<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Gavin Yi of Yijin Solution explains how treating people development as a CEO priority built a culture where technical excellence and human values thrive side by side. Gavin Yi, CEO of Yijin Solution, a global manufacturing company specializing in precision parts production, remains closely connected to HR strategy and execution, not as an occasional check-in, […]<\/p>\n","protected":false},"author":14,"featured_media":32863,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_robots_primary_cat":"none","_seopress_titles_title":"People Development is not A Department\u2019s Job - It\u2019s The Company\u2019s Top Priority","_seopress_titles_desc":"Discover how Yijin Solution builds a culture where people growth powers technical excellence. CEO Gavin Yi shares leadership insights. Contact +1 888 996 6019.","_seopress_robots_index":"","footnotes":""},"categories":[34],"tags":[],"class_list":{"0":"post-32859","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-news-blog"},"acf":[],"_links":{"self":[{"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/posts\/32859","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/comments?post=32859"}],"version-history":[{"count":7,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/posts\/32859\/revisions"}],"predecessor-version":[{"id":32870,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/posts\/32859\/revisions\/32870"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/media\/32863"}],"wp:attachment":[{"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/media?parent=32859"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/categories?post=32859"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/yijin.seo2.au\/es\/wp-json\/wp\/v2\/tags?post=32859"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}