Marian Lakatos on High-Performance Culture at Kia Motors

Kia Motors Slovakia, the company’s largest European assembly plant, has become a symbol of transformation – blending Korean values with local leadership, driving innovation, and cultivating talent. Marian Lakatos, HR Leader at Kia, shares how culture, trust, and talent development shape high performance.

Q: How would you describe Kia’s organizational culture?

Our motto is “Nothing is Impossible.” Every new employee quickly learns that words like “Never” or “Impossible” have no place here. Obstacles are challenges, and challenges are opportunities.

Another unique aspect is the Korean “Pali” culture , meaning “quick, fast.” It shapes our mindset of urgency and agility.

Over time, responsibilities shifted from expatriates to local management. While in 2004 almost all managers were Korean, today more than 90% of leadership roles are held by Slovak leaders. This balance of Korean discipline and local ownership is what makes Kia a globally competitive company.

Q: How do you build trust with Korean leadership?

Korean culture places a high value on discipline, hierarchy, and respect. Reports must be precise, visual, and well-structured. What may feel like a detail is, in fact, a sign of respect.

Trust cannot be rushed – it is earned through patience, collaboration, and mutual listening.

As a result, we built strong relationships in which local managers and Korean colleagues learned from each other. That’s why Kia’s global slogan, “The Power to Surprise,” still holds for me even after more than a decade.

Q: What role does HR play in Kia’s leadership model?

HR here is not only about service or administration – we are a true business partner. We are involved in nearly every significant decision, from strategy and restructuring to employee communication.

Leaders expect HR to provide solutions, align decisions with our core values, and drive cultural change.

Q: How do you identify and develop top talent?

We focus on internal growth. Most of our managers began their careers in junior roles at Kia. Twice a year, we review potential with department leaders, hold assessment centers, and map readiness for leadership roles.

Talent development includes internal rotations, mentoring, and project-based programs. A flagship initiative is our internal MBA program, tailored to the automotive industry, taught by professors and consultants with global experience.

Q: How do employees’ voices shape the company?

Since 2005, Kia has operated Harmony Rooms – spaces where employees can share their ideas or concerns directly. They can also use anonymous mailboxes or hotlines. Every suggestion is reviewed at the management level, ensuring employees feel heard and respected.

This culture of openness fosters trust, satisfaction, and ultimately, improved performance.

Q: Kia has been recognized for innovation. What makes it stand out?

We are proud that Kia Slovakia has won top recognition within the Hyundai Motor Group, as well as PwC’s HR Leading Organization award two years in a row. Other companies regularly come to us for inspiration.

As Steve Jobs said, “Innovation is what sets leaders apart from followers.” For us, innovation is not a one-time initiative – it’s a culture.

Thank you, Marian.

About Mr. Lakatos

Marian Lakatos is HR Leader at Kia Motors Slovakia, delivering HR services to Kia’s largest European plant. He played a key role in rolling out the facility and leading HR transformation. Marian holds a Master’s in Psychology from the University of Trnava.

This interview was part of the MENITY Leaders Talk series (2014–2016).

Interview with Mr. Lakatos, conducted by Mr. Nemcok, Managing Partner at MENITY.

Photography © MENITY