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From YouTube: People (Sung Hae) Group Conversation (Public Livestream)
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A
Okay,
we'll
get
started
well,
hello,
everyone,
I'm
seunghee
kim-
and
this
is
the
second
people
group
conversation
that
I'm
participating
in
since
I
joined,
early,
September
and
I
hope
you've
had
a
chance
to
review
the
slides
so
that
we
can
go
into
questions
because
I
need
to
go
to
a
question
the
agenda
document
in
one
second,
while
I'm
doing
that.
Just
you
have
the
highlights
there.
Just
to
summarize
I
think
that
one
of
the
few
things
that
we've
really
focused
on
and
since
the
last
conversation
is
Learning
and
Development.
A
Obviously
the
engagement
survey
and
refining
and
improving
our
recruiting
metrics
and
you
know
what
we
do
at
every
stage
of
the
process.
We
we
completed
our
first
Learning
and
Development
session
for
communication.
That
was
an
ongoing
party
for
a
while
and
hopefully
you'll
have
a
chance
to
view
that.
So
let
me
get
him
to
questions.
A
C
A
E
So,
hey
just
why
we
wait
for
people
to
to
type
in
some
questions
and
think
of
some
questions.
I,
don't
you
give
us
a
quick
overview
of
your
first?
That's
your
second
group
conversation.
So
just
talk
to
us
about
your
observations
and
about
being
here
think
quick
learnings.
That
would
give
people
time
to
have
a
look
yeah.
A
I
think
that
I've
seen
that
I've
been
very
impressed
with
the
people
group
as
how
we,
once
we
have
goals
or
metrics,
defined,
that
they're
able
to
really
mobilize
around
that
direction
quickly,
but
also
in
priorities
or
emergencies,
come
up
that
people
are
able
to
drop
things
and
focus
on
that,
while
not
letting
everything
just
go
to
pieces.
So
that's
been
something
very
impressive
and
and
and
a
simple
example
is
the
engagement
survey.
I
mean
that
was
a
huge
undertaking
because
we
change
the
questions
by
the
way.
A
I
wanted
to
point
out
that
we
have
added
some
more
detail
to
the
engagement
survey,
so
we've
added
tenure
very
interesting
data
around
10
years.
So
that's
in
the
deck
that
is
constantly
being
improved
and
we're
adding
gender
the
differences
between
male
and
female
responses,
and
for
the
first
time
we
are
giving
the
managers
access
to
their
responses
on
on
just
culture,
and
so
that
will
be
announced
very
soon
with
so
that
the
managers
can
dive
into
the
details
of
the
respondent
of
their
responses
so
that
they
can.
You
know
kind
of
have
that.
A
A
We've
also
identified
needs,
as
we're
growing.
I
was
thinking
about
this
the
other
day.
When
was
the
last
time
that
you
saw
a
company
more
than
double
in
size
in
just
a
few
months
and
as
we
grow,
we
need
to
put
in
not
only
the
foundations
but
more
leaders
that
have
the
experience
at
the
larger
stage
of
the
company,
so
we've
identified.
We
definitely
need
an
internal
communications
lead.
We
need
a
director
of
total
rewards.
The
led
partner
is
a
role
that's
been
identified
for
a
while,
so
and
and
then
we
are
really
growing.
A
The
people,
ops,
team,
I,
think
they've
been
stretched
for
quite
a
while
I,
don't
know
how
Nadia
and
the
people
ops
team
do
everything
that
they
do
from
everything
and
people
experience
from
onboarding
to
answering
everyone's
questions
to
off-boarding
when
that
when
that
happens,
but
we
do
need
a
bit
a
lot
more
support
there,
so
please
feel
free
to
share
your
referrals.
Okay,
so
from
that,
is
there
any
questions
on
anything
I
just
said
we.
G
D
Ashley
I
know
Nadia
is
as
well
I'm,
not
sure
if
she's
only
call
but
we've
been
working
with
her
so
far
and
it's
been
she's.
Wonderful,
we've
already
have
a
great
a
lot
of
planes
in
place
and
we're
very
thankful
to
have
a
dedicated
resource
with
how
many
developmental
needs
we
have
in
our
backlog.
Yeah.
E
D
D
A
J
You
obviously
spoke
to
the
fact
that
we've
grown
so
rapidly
and
we
continue
to
so
I'm
just
kind
of
curious
from
your
perspective,
jumping
in
to
get
lab
over
the
last
couple
months
or
if
anyone
else
on
your
team
has
noticed
any
opportunities
that
have
come
up
with
our
growth
and
being
an
all
remote
company
if
any
and
how
we're
kind
of
addressing
those
Kelly
you're
on
my
team,
I
know,
but
very
curious
and
I
guess
some
context
to
where
that's
stemming
from
on
my
end
as
I
get
a
lot
of
discussion
with
applicants
around
you
guys
are
an
all
remote
company.
J
How
does
that
work?
Wow
and
I
have
a
lot
of
conversation
around
that.
It's
always
positive.
We've
been
when
we
have
opportunities,
it's
positive,
but
I'm,
just
kind
of
curious
if
we've
seen
anything
that
we've
had
to
readjust
with
new
hires
or
from
I,
don't
know
any
avenue
to
adjust
to
the
size
of
our
company
and
being
an
all
remote
and
what
that
looks
like
with
someone.
A
J
And
if
there's
nothing,
that's
fine,
too
kind
of
curious,
because
I
was
I.
Think
a
lot
of
us.
This
is
the
first
time
we're
part
of
an
Oliver
mold
company
and
we
take
a
lot
of
pride
that
our
foundation
was
built
around
this
and
who
we
are
so
they're
just
kind
of
curious.
If
we've
noticed
things
that
we've
had
to
adjust
to
that.
Well,
normally
you
wouldn't
what.
E
You
know
I
think
it's
just
one
thing
is
around
and
it
really
just
is
a
mind
shift
change
like
you.
If
you
work
in
a
company
that
it's
bricks
and
mortar
you
just
you
know,
walk
across
the
room
or
on
stairs
or
whatever,
and
you
have
that
it's
really
just
making
sure
that
as
everybody
comes
in,
we
have
to
understand
that
it's
just
a
you
change
your
mindset
to
it.
You
can
still
have
the
exact
same
interactions,
not
physically,
but
you
can
have
those
connections.
You
can
do
everything.
E
That's
in
the
same
way
that
you
thought
you
would
do
if
you're,
if
you're
together
and
they
think
it's
it's
helping.
Make
me
screen
for
that
when
we
hire
people
to
make
sure
they're
aware
of
it,
but
also
making
sure
that
people
are
getting
what
they
need
when
they're
in
an
environment,
I'll
hold
my
hand
up
and
saying
I
have
to
work
at
it.
We
weren't
space
because
I
miss
the
interaction
of
being
in
an
office.
So
we
do
speak
about
that.
E
A
I
may
be
yeah,
I
was
actually
gonna
call
on
you
is
that
Darren
yeah,
one
thing
I
wanted
to
say:
I
was
just
holding
back,
because
this
topic
is
super
exciting
to
me
that
at
all
the
candidates
that
I've
met
that
I've
interviewed
since
I
joined,
it's
been
either
very
intriguing
and
they
want
to
know
a
lot
more
about
it
and
why
I
joined.
Since
you
know
this
is
my
first
time
being
in
an
all
no
company,
but
also
I've,
never
had
so
many
requests
for
speaking
opportunities.
So
it's
kind
of
like
this
phenomena.
A
You've
never
heard
of
this
dog
called
a
Shiba
Inu,
and
then
suddenly
you
see
Shiba
inus
everywhere,
but
I
feel
like
I.
Don't
know
if
it's
true
that
the
world
or
a
lot
of
companies
are
suddenly
very
interested
in
the
concept
of
probably
Darrin
had
a
lot
to
do
that.
But
you
didn't
get
laugh,
but
I
was
just
at
another
panel
this
week
and
it
was
myself
and
another.
The
topic
had
nothing
to
do
with
remote.
It
was
all
about.
A
You
know
things
that
you
do
in
HR
leadership
and
all
the
questions
were
aimed
towards
me
and
about
gitlab.
It
just
dominated
the
entire
panel
I
felt
so
bad
for
the
other
panel
members,
but
that's
just
an
example
of
the
excitement,
enthusiasm
and
interest
in
what
we
do
and
what
we're
doing
around
all
remotes.
Oh
yeah,
please
Darrin
go
ahead
and
speak.
You
want
to
see
more
dad
yeah.
K
Sure
a
lot
of
things
going
on
on
that
front,
Seung,
hey,
is
right.
The
the
the
time
is
turning
we're
seeing
venture
capital
firms
that
actually
want
to
learn
more
about
how
remote
first
power
mode
works,
because
they
want
to
be
known
as
a
VC
firm.
That
startups
will
come
to
it,
and
so
they
can
get
in
on
those
rounds
earlier
so
they're
building
out
their
own
niche
around
this
they're.
K
Just
seeing
the
existential
problems
around
trying
to
scale
new
companies
in
major
urban
centers
with
the
cost
of
real
estate
and
the
cost
of
talent-
and
you
just
spend
so
much
of
your
seed
capital
on
those
two
things
instead
of
things
that
actually
matter
and
I
get
live.
In
particular
one
of
the
things
that
I'm
cognizant
of
as
we
scale
is.
K
That's
when
culture
can
start
to
break
down
and
so
I'm
working
with
recruiting
and
people
group
right
now
to
write
some
new
pages
in
the
all
remote
section
of
the
Handbook
which
I've
expanded
since
I
got
here,
and
we
have
a
lot
more
work
to
do
and
right
from
the
from
the
email
response
to
when
you
apply
to
a
job,
we're
looking
at
that
and
we're
trying
the
surface
links
that
clearly
point
out.
What
does
life
at
get
lab?
Look
like
if
you've
never
worked
remotely
before
it
to
be
very
foreign
to
you.
K
K
What
are
the
first
things
that
I
should
do
and
then
there's
a
lot
of
links
that
go
from
there,
so
we're
building
this
content
around
some
of
those
questions
and
then
we're
trying
to
find
smart
ways
to
surface
that,
because
we
want
to
make
sure
that
everybody
that
comes
in
gets
that
they
don't
miss
the
memo,
because
if
you
do
and
you're
just
trying
to
operate
like
you
always
have,
it
can
be
confusing
and
working
again.
Lab
is
very
different.
K
A
Great
conversation,
thank
you
so
much
thanks
and
just
one
last
point
about
that.
I
was
reflecting
with
and
a
few
people
in
the
panel
this
week
and
I
think
the
paradigm
has
really
shifted
as
I
look
over
my
the
course
of
my
career
in
HR
and
and
taking
care
of
the
employee
experience
that
10
years
ago.
What
was
really
important
is
the
office
environment.
A
What
toys
you
had
ping
pong
table
the
the
environment
and
how
many
hours
you
work
together,
and
food
and
the
snacks
and
the
drinks,
and
all
that
now
it's
more
about
you
know,
I,
want
to
work.
My
way
and
I
want
to
be
able
to
work.
Asynchronously
that
works
for
me
and
also
this
is
far
more
global
as
well.
So
just
one
last
point:
hey
Sara,
would
you
like
to
ask
you
a
question
sure.
L
So
I'm
Sara
Daly
I'm
on
the
digital
marketing
team
and
our
command
of
message
and
our
value
drivers
have
been
really
top
of
mind
for
the
marketing
group
and
several
other
groups,
and
so
I'm
just
curious
how
people
operations
is
thinking
about
this
and
implying
it,
either
internally
or
externally.
Okay,
I.
A
Love
that
question,
so
the
people
organization,
like
I,
would
say
in
a
nutshell,
is
really
about
taking
our
values
and
making
sure
that
they're
there
throughout
the
employee
experience.
So
it's
just
kind
of
core
to
what
I
do
with
the
team,
with
what
the
organization
does
everything
from
making
sure
that
values
are
covered
with
candidates
and
explaining
the
company.
You
know
the
culture.
People
are
always
asking
tell
me
about
your
culture,
to
how
we
interview
and
select
people
to
make
sure
that
they
would
fit
in
or
aligned
or
appreciate.
A
Our
values
are
all
of
the
Learning
and
Development
that
we
do
is
to
help
make
sure
that
the
values
are
sustained
and
and
educated
for
in
all
aspects
of
learning
and
development.
And
then,
when
you
know
we
do
have
to
give
feedback.
That
is
more
negative.
A
lot
of
times.
We
look
at
processes
that
educate
people
about
why
maybe
behaviors
you're
not
aligned
to
our
values
as
well.
So
it
says
everything
that
we
do.
M
A
We
just
until
this
last
period
it
was
once
a
year,
so
we've
already
done
reduced
that
the
time
between
the
engagement
surveys
from
once
to
twice
a
year.
I,
from
my
perspective,
the
reason
why
we
changed
it
to
twice
a
year
is
because
we
did
want
more
opportunity
to
get
massive
feedback
and
from
there
you
can
really
look
at
the
data
from
what's
significantly
statistically
significant
in
the
company.
A
That's
important
that
we
need
to
focus
on
so
so
when
we
do
an
all
team
member
engagement
survey,
it
is
a
it
does,
take
a
lot
of
time
for
people
to
complete
it
to
analyze
it
and
then
to
also
focus
on
the
action
plan.
We
want
to
give
time
to
focus
on
making
those
improvements
and
I've
also
seen.
You
know
three
three
quarterly
iterations
and
we
can.
We
can
consider
doing
that,
but
I
thought
this
was
a
very
good
step
going
from
annual
to
at
least
semi-annual.
B
To
put
some
numbers
on
that,
what
we
need
in
this
is
a
super
high
participation
like
we
can
only
be
anonymized
the
results
if
we
have
enough
results,
if
only
one
person
in
the
team
submitted
something
it's
not
anonymous
by
default.
So
in
order
to
get
that
high
participation,
we
have
to
reduce
the
frequency
and
because
otherwise
we
cannot
like
share
those
results.
B
For
example,
how
we're
sending
the
reports
out
to
everyone
in
a
team
that
have
5
plus
team
members
participating
so
I
think
that's
a
natural
limit
on
the
frequency
and
maybe
people
and
the
people
opsal
in
the
future.
If
there's
a
problem
somewhere,
do
a
few,
not
360
surveys,
but
around
a
specific
subject,
or
something
like
that.
So
that's
a
possibility,
but
I
think
this
is
already
a
lot
to
keep
their
participation
high
yeah.
A
So
yeah
anonymity,
but
also
statistical
significance
and
the
results
so
that
we
know
what
we
can
focus
on
the
other
thing
I
want
to
add
to
that,
is
it's
not
the
only
Avenue
for
getting
feedback?
We
have
so
many
other
avenues
for
getting
feedback
and
we're
looking
at
even
more
looking
at
how
we
can
apply
culture
amp
for
spontaneous
feedback
as
well.
F
You,
sir,
hey
so
I'm
looking
for
guidance,
first
flight
five,
where
the
visions
and
department
leaders
are
gonna
share
our
reports
with
our
other
results
with
our
reports.
What
is
a
recommended
venue
for
this?
Because
if
we
export
there
multiple
pages,
we
need
to
export
its
a
PDF,
a
better
venue
or
like
a
recorded
meeting
and
then
sharing
the
recording.
What
would
you
recommend
with.
A
F
C
Is
an
export
all
and
I'll
take
them
there's
a
way
to
export.
Actually,
all
the
questions
into
one
page
so
well,
awesome
I'll
drop
you
how
to
do
that,
but
you
can
actually
from
the
insight
page
export
to
a
build
PowerPoint
and
that's
a
really
good
process,
and
then
I
could
show
you
two
other
things
to
export
that
you
in
PDF
that'd
be
really
great
for
your
team
I'm,
also
getting
ready
to
make
an
Emma,
so
the
handbook
kind
of
detailing
how
to
do
that
as
well.
But
those
are
two
great
reports.
C
I
think
you
could
easily
share
with
your
organization,
but
I
actually
kind
of
like
I.
Think
sharing
that,
but
having
a
actual,
either
open
issue
and
have
the
conversation
should
what
should
work
on
would
be
great
or
having
a
meeting.
You
know
and
you're
a
staff
needs
kind
of
talk
about
it.
It's
a
good
option
as
well:
I'll
screenshot
you
how
to
do
it!
That's.
N
So
I
just
had
a
kind
of
curiosity
question
about
how
we
are
ensuring
that
work-life
balance
is
happening
across
the
board.
I
know,
obviously
you
know
startup,
so
everybody
it's
harder
and
fester
and
all
those
good
things,
but
how
are
making
sure
that's
happening
across
the
board,
especially
with
all
this
hiring
that
we're
having
making
sure
that
some
teams
aren't
overwhelm,
especially
because
some
other
teams
may
be
growing
so
like.
N
A
A
What
might
be
useful
is
to
look
into
the
department's
or
teens,
where
that
seems
to
be
a
problem
and
dive
in
and
see
what's
causing
that
I've
never
seen
so
much
investment
in
hiring
people
ahead
of
time
well
at
the
right
time,
ahead
of
time
or
as
soon
as
we
need
to
in
order
to
address
the
growth.
So
I
know
that
as
a
company,
we
are
investing
in
the
in
our
people
to
make
sure
that
we're
able
to
establish
and
support
the
growth.
A
But
if
we
have
team
members
that
feel
like
they're
they're
having
challenges
with
work-life
balance,
I
mean
everyone
hopefully
knows
that
a
good
lab
that
that
is
a
you
know.
It's
the
way
that
you
work
in
the
way
that
you
work,
asynchronously
is
up
to
you
and
managers
cannot
ask
you
how
many
hours
you
work,
but
if
you
feel
or
you
you
know,
team
members
that
feel
that's
a
problem.
A
The
first
step
would
be
to
talk
to
your
manager
to
see
what
else
can
be
alleviated
or
if
more
resources
are
needed
or
their
key
or
something
can
be
done
more
efficiently.
If
you
don't
feel
comfortable
sharing
that
with
your
manager,
then
please
feel
free
to
reach
out
to
your
people,
business
partners.
G
Okay,
yeah
man,
sorry
just
because
it's
basically
a
follow-up
to
the
other
one,
so
I
know
you
know
we
don't
have
anything
about
ours
here
and
I.
I'm,
not
I'm,
not
concerned
that
somebody
works
not
enough
right
for
the
reasons,
but
is
there?
Is
there
a
way
for
us
to
ensure
that
people
really
don't
work
too
much
I
find,
as
you
know,
I'm
an
interim
manager
right
now
and
sometimes
I
find
it
hard
to
to
get
an
insight.
G
If,
if
people
are
working
know
odd
hours
or
sometimes
you
even
see
it
celebrated
that
people,
you
know
if
they
have
like
a
crazy
contribution
graph
and
get
let
that
sometimes
shared,
and
it
explicitly
states
in
your
handbook
that
we
shouldn't
do
that
right
and
we
should
call
out
if
people
work
on
the
weekend.
But
what
could
we
do
from
a
company
side?
Maybe
to
help
these
kind
of
things?
Sorry,
this
is
the
long-winded
question.
G
A
You
know
I
think
so.
This
has
come
up
in
every
single
company.
I
bought
that,
except
for
HP,
where
we,
where
people
just
weren't
the
hours
that
they
were
supposed
to
work
and
in
certain
departments,
not
all
across
the
board,
but
I,
don't
I,
don't
have
an
answer
to
that
right
away.
I
think
it's
something
that
we
do.
Let's
look
at
the
data
and
see
where,
where
we
have
problems
and
then
decide
if
we
need
to
address
it
and.
B
Maybe
one
thing
we
can
do
we
we
have
in
the
handbook.
Don't
thank
people
for
working
on
weekends.
Maybe
we
can
add
that
we
shouldn't
celebrate
contribution.
Graphs
that
show
working
on
weekends
as
well.
I
think
that's
a
very
valid
one.
That
one
has
been
annoying
me
to
Lucas.
Thanks
for
calling
calling
that
out
can
are
the
shadows
in
the
culture
make
that
change.
C
B
A
B
O
Well,
user
selected
if
employee
wants
to
work
a
seven-day
work
week,
but
exhibit
redistributes
across
those
forty
hours
and
that's
legally
permissible
and
they're
part
of
the
world,
and
that
should
be
acceptable
if
they
work
up
for
our
ten
hour
a
day
before
they
ten-hour
day,
there
should
be,
and
it's
legally
permissible
that
should
be
allowed
so
allowing
to
be
user
user
configurable.
So
you
represent
here.
O
B
P
Want
to
share
that
Ike
I
was
recently
working
in
a
pack
hours
based
in
North
America
over
there
for
about
two
months
and
I
worked
Saturday
mornings
and
I
essentially
just
didn't
work
on
Mondays.
Let's
go
the
timezone
shift,
so
I
just
shifted
my
weekend.
So
I
don't
know.
I
feel
like
it's
just
kind
of
up
to
the
individual
to
you
know,
respect
their
own
like
kind
of
boundaries
there,
as
opposed
to
like
setting
something
to
where
you
like
you're,
hiding
contributions,
yep.
B
I
totally
agree,
but
at
the
same
time
we've
I've
seen
these
contribution,
graphs
or
people
just
work
flat
out
for
for
three
months
and
like
I'm,
not
gonna,
stop
them
from
doing
that,
but
I
think
we
should
even
we
should
not
celebrate
that
in
there
in
the
company.
So
there's
individual
freedom
and
there's
peer
pressure,
and
we
should,
as
a
company,
take
a
lot
of
care
that
there's
no
clear
pressure
to
work
long
hours,
because
everyone
is
used
to
that
at
every
company.
I've
been
at.