![[2026 The Leaders] VP Hanul Park, Head of Global Talent](https://bigbcc.com/wp-content/uploads/2026/04/1775434418_2026-The-Leaders-VP-Hanul-Park-Head-of-Global-Talent.jpg)
In the AI era, a company’s competitiveness is ultimately defined by its organizational capability to not only develop cutting-edge technology but to successfully translate it into scalable business outcomes. In this context, talent is no longer merely a supporting factor for growth — it is the very strategy itself.
Especially at a time when SK hynix must further solidify its position as a global leader in AI memory, securing and managing top talent has become a mission-critical priority. The Global Talent department plays a pivotal role in building the operational foundation for the company’s expansion. From acquiring and managing key talent to overseeing both entry-level and experienced hires, as well as managing overseas subsidiaries and expatriates, the department carries out organization-wide HR functions that bring the company’s vision to life on a global scale.
SK hynix Newsroom met with Vice President Hanul Park, who became the newly appointed head of the Global Talent department in 2026, to discuss the company’s talent strategy in the AI era and the department’s vital role amid SK hynix’s ongoing global expansion.
‘The Core Point Is the Company’s Growth’: Drawing a Blueprint for Talent Management
“My role, and that of the department, is to foster an environment where everyone — from those who built the SK hynix of today to future employees who will drive our next phase of growth tomorrow — can fully immerse themselves in their work. At the same time, we must also recruit the right talent at the right time and support them in settling into the company. While I feel the weight of this responsibility more than ever, I’m committed to giving my absolute best so that I can look back with no regrets.
Reflecting on his appointment as Vice President, Park shared his thoughts on the profound responsibility of talent management, a core pillar that directly affects the company’s future competitiveness.
With 20 years of experience leading talent strategy and human resources system development, Park is a seasoned HR professional. His extensive career, spanning diverse industries and departments within SK Group, serves as the robust foundation for his current role. In particular, he highlighted that his achievements overseeing the entire recruitment process and improving the selection system, combined with his experience gaining first-hand knowledge of the global talent market through local hiring initiatives in the U.S., have been instrumental in shaping the operational direction of the Global Talent department.
“Building on my previous experience, I want to explore ideas from a more flexible perspective and take on new challenges that can be meaningfully applied here at SK hynix,” Park shared. “That said, I don’t believe in change simply for change’s sake. For me, there’s only one real test: Will this actually help the company grow?”
Park emphasized that talent strategy must also be designed around clear objectives and guiding principles. Among the key concepts outlined in SK’s management philosophy, SK Management System (SKMS), he identified “Voluntarily & Willingly Brain Engagement” (VWBE)”1 as the core value guiding both the employees and the company. He believes that true ownership — taking full responsibility for the outcomes of one’s role rather than settling into a position or title — is the driving force behind organizational growth. This perspective naturally shapes SK hynix’s criteria for recruiting talent.
1Voluntarily & Willingly Brain Engagement (VWBE): One of the employee values emphasized by SK Management System (SKMS), VWBE promotes a state of voluntary and willing thinking
“Outstanding credentials and technical skills alone are no longer enough. At SK hynix, we’re looking for individuals who can truly integrate themselves in our culture and demonstrate a deep sense of ownership to see things through to the end,” Park emphasized. “We’re redefining what it means to be a high performer at our company and aiming to reflect that standard rigorously throughout the hiring process.”
Powering the Vision of Becoming a ‘Full-Stack AI Memory Creator’
In the rapidly evolving AI market, the importance of securing top-tier talent and cultivating technical experts is growing by the day. Against this backdrop, Park anticipates that agility in talent and organizational management will be a decisive factor in determining market leadership.
As SK hynix strengthens its technological competitiveness and execution capability under its vision of becoming a “Full-Stack AI memory creator, Park emphasized that the company’s talent strategy must tangibly support the realization of this vision. He outlined his objective of establishing the Global Talent department as a core pillar connecting the company’s strategic direction with measurable outcomes, enabling sustainable growth through talent strategy.
“This year, the keywords ‘Global’ and ‘Talent’ have emerged as critical priorities,” Park explained. “With the rapid expansion of our global AI research hubs — including our fab in Indiana, U.S. — it’s a pivotal moment to improve the fundamental nature of our organizational foundation, with systems and operating models befitting the standards of a truly global company
“At the same time, it is more critical than ever to proactively secure and develop top talent that will lead not only High Bandwidth Memory (HBM) and advanced packaging but the broader AI memory domain so we can solidify our technological leadership,” Park emphasized. “To this end, our Global Talent department plans to take a proactive approach to building meaningful connections, seeking out top-tier talent wherever they reside.”
To this end, Park has outlined two clearly defined operational principles to prioritize.
“The first principle is becoming a Global Talent department that works on the ground. Organizations that fail to reflect the voices on the ground inevitably lead to a disconnect with reality. We’re committed to listening directly to each department’s needs and identifying concrete ways to provide support.”
“The second principle is focusing on the essence of work,” Park continued. “When we become accustomed to established ways of working, it’s easy to lose sight of why we do what we do. To avoid this stagnation, I want to reevaluate all our operations from the ground up, ensuring every effort is strictly realigned with its fundamental purpose.”
Leadership Focused on Fundamentals: Maximizing ‘One-Team’ Synergy
Park’s vision of ideal leadership is grounded not in grand rhetoric but in how an organization functions in practice. Rather than striving for perfection, he emphasized focusing on the essentials.
“Realistically, I don’t believe there’s such a thing as a perfect leader,” Park stated. “Instead, there are a few principles I’m determined to uphold.”
“First, I aim to build a candid organization where anyone can share their views openly without hesitation,” he shared. “Second, I strive to foster an environment where people can focus on their core responsibilities efficiently without being constrained by unnecessary formalities. Finally, I will strive to be a leader you can trust and follow by making responsible decisions about our direction and outcomes.
This philosophy closely aligns with SK hynix’s unique “one-team spirit.” For individual capabilities to translate into organizational achievements, a culture built on mutual trust and a shared sense of purpose are essential. Park added that he will focus on fostering an open environment and focusing on clearly defined milestones, enabling the department to fully realize its potential.
In closing, he encouraged employees — who will help shape 2026 — to build on today’s achievements as a springboard for an even greater leap forward.
“SK hynix is experiencing perhaps the brightest chapter in its history, a success built on the quiet dedication and perseverance of countless employees. But we shouldn’t forget that losing that spirit of challenge can lead to stagnation at any time. I hope that, with a strong sense of ownership, we will continue to think rigorously and work together to build a future that shines even brighter. I will also stay true to my original intentions and give my very best.”
