Introduction: 

Professor Sooyeol Kim is an assistant professor in organizational behavior and human resources management at the SNU Business School. Before joining Seoul National University, he served as an assistant professor in the Department of Management & Organization at the National University of Singapore (NUS) Business School for six years. Professor Kim earned his Ph.D. at the University of Illinois at Urbana Champaign, specializing in human resources management, and received his bachelor’s degree in psychology from Michigan State University and his M.A. in industrial & organizational psychology from George Mason University.

Career Overview and Research Background

Q1. You have had academic experiences in many cultural contexts, including the United States and Singapore. How has this experience influenced your research or teaching?

I have always been interested in people, which naturally led me to major in psychology. As I continued my studies, I developed an attitude of seeking to understand human beings, which may have become the starting point for my research. What struck me most during my experience studying and working in the U.S. and Singapore was how complex people could be. It was also fascinating to see how the complexity manifests so differently across cultures and environments. While individual accomplishments are central in some cultures, others place much greater emphasis on group harmony and relationships. After experiencing such diversity, I no longer view matters from a single perspective when conducting research or teaching students. My understanding of human complexity and context has significantly shaped my research methods and pedagogy.

Q2. What inspired you to major in Organizational Behavior and Human Resource Management (OBHR) and be interested in “occupational stress” and “recovery”?

I’m always curious about people. The ultimate goal of human resources research is to understand people and help them positively impact their organization, which aligns well with my interests. When I began my research, I asked myself one question. “How can I make the workplace a safer, happier, and more productive space?” This can be addressed through leadership and systemic approaches, including job design, compensation, feedback, and motivation. I, however, had different ideas. Everybody has their ups and downs, and circumstances are never simple and clear-cut. To work consistently and over the long term amid such changes, what matters most is one’s “health,” “stress management,” and “resilience.” This naturally led to research on “occupational stress” and “recovery.”

Research Areas

Q3. “Human sustainability” has recently become a topic of interest. How would you define its key points? What efforts should companies make to achieve this?

I think “resting” is at the core of human sustainability. How well we rest and how we recover, in ways that suit our individual circumstances, ultimately determine human sustainability. When we think of resting, we might picture a long vacation, but it can also include a brief lunch break, an evening after work, a relaxed weekend, or recharging during a national holiday. What matters is “how you rest.” The key is not just freeing up time but also whether you can recover in a way that truly suits you.

Companies have a pivotal role in this. Many companies invest heavily in R&D but are relatively passive on issues of human recovery and sustainability. I think companies should not view this aspect as welfare but as a strategic investment. Investing in substantive programs and R&D to enable employees to work in a healthier, more stable way will ultimately make the organization more competitive over the long term.

Q4. What are your personal habits for recovery?

I value making my own “comfort zone.” It could be a physical space or a short block of time during the day and might be different for everyone. For me, that time is a process of sorting out my worries and stress and regaining my center. As that time adds on, my thoughts become clearer, and I also gain peace of mind.

Another way is to spend time with the people I like. I intentionally socialize with people outside my field. I already talk a lot with people in the Business School and academic circles, so in my personal time, I spend time with friends from other fields and listen to their stories, which present me with entirely different views. Encountering such diverse perspectives seems to broaden my mind and naturally bring balance to my life.

Q5. Among Generation MZ, “Work-life balance” has become a widely discussed topic. What should the younger generation prioritize the most to achieve sustainable happiness in the workplace?

To be honest, I am not a huge fan of the term “Generation MZ.” As you may know, Korean society is quite fond of dividing and categorizing people into groups. I think the “balance between work and life” has always been an important issue, regardless of one’s generation. However, one thing missing from the current discussion is that, when discussing work-life balance, most people focus only on “life” and “balance,” omitting “work” from the equation.

I think the emphasis in work-and life balance should be on “balance.” Finding meaning and satisfaction in work is just as important as getting some rest. In the end, we not only find happiness during our “breaks,” but also during our “working hours.” I believe individuals should find meaning in their work, and society and organizations should create environments that support this.

Closing

Q8. You have recently joined the College of Business Administration at Seoul National University. How do you feel about this new chapter, and what are your goals moving forward?
I feel truly honored and delighted to have joined Seoul National University. At the same time, I carry a strong sense of responsibility. SNU holds symbolic significance in Korean society, and being part of this institution is both meaningful and humbling. Here, I hope to go beyond purely theoretical research and pursue work that can make a tangible difference in society and in business practice. In my teaching as well, I aim to serve as a bridge between academia and practice—helping students apply what they learn in the classroom directly to real-world settings. Just as I am grateful to be part of SNU, I also believe the institution had its reasons for selecting me. I hope to become an essential piece of the puzzle within the College of Business Administration and to contribute meaningfully in my role.

Q9. How would you like to be remembered by your students?
I would like to be remembered as a professor characterized by inclusion, tolerance, and understanding. More than anything, I hope to be someone students feel comfortable approaching—someone who understands and embraces their individual thoughts and even their mistakes. Since I did not attend university in Korea, I have always been particularly interested in the diversity and relational dynamics that define university life here. I hope to be a professor students can visit even without a perfectly prepared question—someone they can approach simply when they feel curious or troubled.