4-1_이론과목_인적자원개발_과제샘플

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4-1_이론과목_인적자원개발_과제샘플

  1. 1. Business HRDNon-Business CompetencyA Comparative Study on Jobsand Competencies of 4 HRDersTEAM1 남궁미 (0731012), 김은정 (0746008), 김혜원 (0846007), 정유진 (0846026), 조가영 (0846029)
  2. 2. ContentsIntroduction Purpose of the Study Literature Review Research MethodResultsConclusion Discussion Limitation & Suggestion 2
  3. 3. Step 1 | INTRODUCTION
  4. 4. PUROOSE OF STUDY SHOULD BE become a capable HRD professional  Purpose GAP To examine the HRD professional Jobs and competencies IS does not have the capacity, is not well prepared 4
  5. 5. LITERATURE REVIEW ASTD Competency Model 5
  6. 6. RESEARCH METHOD INTERVIEW  Interviewees GS Caltex SUNG WOO SANG BAT Korea KANG IN SUN Interviewee KMAC YOON KYUNG YONG KMA YEO HWA JONG  All manager-level 6
  7. 7. RESEARCH METHOD DATA ANALYSIS1. Select a key project from each interviewees2. Match each jobs(Key projects)with 4-components of HRD3. Match 4-components of HRDwith 9 Areas of Expertise4. Find out relativelyimportant elements ofCommon competenciesand AOEs 5. Comparison 6
  8. 8. Step 2 | RESULT
  9. 9. KEY PROJECTS GS Caltex SUNG WOO SANG Strengthening Specialty of Jobs BAT Korea KANG IN SUN Management Trainee Development Program KMAC YOON KYUNG YONG Training Internalization of Core Value KMA YEO HWA JONG Improving executive’s competencies 6
  10. 10. JOB AND COMPETENCY OF HRDer • Job Characteristic Based on the 4 components of HRD (ID, OD, CD, PM) • Areas of Expertise (AOEs) Based on the ASTD Competency Model • Common Competencies Based on the ASTD Competency Model 8
  11. 11. JOB AND COMPETENCY OF HRDer • Job Characteristic ID PM CD BAT GS KMA KMAC OD 9
  12. 12. JOB AND COMPETENCY OF HRDer • 4 Components of HRD – AOEs positioning map Individual Career Planning & Talent Management ID CD Delivering Measuring& Training Evaluation Designing Learning Short Long Managing Coaching Organizational Knowledge PM OD Function Managing the Learning Improving Human Facilitating Performance Organizational Change Organization 10
  13. 13. JOB AND COMPETENCY OF HRDer • Job Characteristic - Areas of Expertise (AOEs) Interviewee Key project Job Main Role AOEs • Career Planning and Talent Management Kang in Management Trainee Implement ID, CD BAT Development Program Evaluate • Delivering Training • Measuring and Evaluating Design • Career Planning and Talent Sung in Strengthening Specialty Management ID Develop GS of Jobs Project implement • Design Learning Improving lately • Career planning & Talent Yeo in Analyze Management positioned executive’s ID, OD KMA Design competencies • Designing Learning • Designing Learning Design Facilitating Yoon in Training Internalization Develop OD KMAC of Core Value Implement • Organizational change Evaluate • Measuring and Evaluating 10
  14. 14. JOB AND COMPETENCY OF HRDer • Proportion of AOEs & Common Competencies Kang in BAT: Management Trainee Program Common Competencies AOEs Delivering Training Personal 10% 10% Delivering Training 30% 60% 40% 50%Measuringand Evaluating Business Career Planning and Interpersonal Talent Management /Management 10
  15. 15. JOB AND COMPETENCY OF HRDer • Proportion of AOEs & Common Competencies Sung in GS: Strengthening Specialty of Jobs Project Common Competencies AOEs Design Learning Personal 5% 30% Delivering Training 70% 40% 55% Career Planning and Interpersonal Business Talent Management /Management 10
  16. 16. JOB AND COMPETENCY OF HRDer • Proportion of AOEs & Common Competencies Yeo in KMA: Improving lately positioned executive’s competencies Common Competencies AOEs PersonalCareer Planning andTalent Management 15% Delivering Training 40% 15% 60% 70% Design Learning Business Interpersonal /Management 10
  17. 17. JOB AND COMPETENCY OF HRDer • Proportion of AOEs & Common Competencies Yoon in KMAC: Training Internalization of Core Value Common Competencies AOEs Measuring /Evaluating Personal 10% 5% Delivering Training 40% 50% 50% 45%FacilitatingOrganizational change Design Learning Interpersonal Business /Management 10
  18. 18. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis • Business vs. Non-Business 11
  19. 19. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Similarities  All of the 4 projects are far from PM ID PM CD BAT GS KMA KMAC OD 12
  20. 20. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Similarities To be a successful performer,  communicating effectively (interpersonal)  thinking strategically (business/management)  demonstrating adaptability (personal) 13
  21. 21. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Job Categorization BAT GS Caltex KMA The Management Strengthening Improving executive’s Trainee Development Specialty of Jobs competencies Program Project • Have characteristics of individual development • Have common AOEs: Career planning and talent management 14
  22. 22. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Job Categorization BAT GS Caltex KMA The Management Strengthening Improving executive’s Trainee Development Specialty of Jobs competencies Program Project KMAC Training Internalization • Have characteristics of OD of Core Value • AOEs: facilitating organizational change 14
  23. 23. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Main Role based on ADDIE model GS Caltex KMA Strengthening Improving executive’s Specialty of Jobs competencies Project • Similar roles of designing, developing, and implementing BAT KMA The Management Improving executive’s Trainee Development competencies Program • Implements and evaluate • Analyze need and design 16
  24. 24. CAMPARISONS BETWEEN 4 HRDer • Overall Comparative Analysis Main Role based on ADDIE model BAT • Only implementation and evaluation The Management Trainee Development • AOEs: Measuring and evaluating accounts for Program a relatively considerable part (30%) • Focusing on analyzing recent needs and KMA designing a project to propose to companies Improving executive’s competencies • AOEs: business/management competencies 70% 16
  25. 25. CAMPARISONS BETWEEN 4 HRDer • Business vs. Non-Business Difference Business Non-Business • The general goal of business is • suggesting training, manages pursuit profits process • focusing on engaging organization • plans, manages, and supports members’ competencies, spreading projects mostly. enterprise’s value Difference of organization’s characteristic, HRDer’s roles are change. 22
  26. 26. CAMPARISONS BETWEEN 4 HRDer • Summary 4 interviewees’ AOEs and competencies differ from  what the project’s characteristic is among the 4 components of HRD  what roles the interviewees take charge of based on ADDIE model Difference of organization’s characteristic, HRDer’s roles are change. 23
  27. 27. Step 3 | CONCLUSION
  28. 28. CONCLUSION • Expected role and competency level which each organization seeks  Devoted to ones role, believed each other, follow principle and promise, pursuit common goal, do ones duty as partner • New employees’ competency level  They lack the leadership and the strategic thinking, insufficient insight, don’t seek innovation, seek safety • University students’ competency level  Very unsatisfactory  Getting a job as short-term goal, don’t make concrete career plan and don’t worry about developing one’s competency in the organization, shortage of knowledge about HRD task, end up theoretical knowledge 25
  29. 29. CONCLUSION • What a university student Should do to have appropriate competencies  Do many internship programs, travel around or have diverse experience through other outside activities  The most important thing is building common competencies.  “Be a strategic partner!!” 26
  30. 30. LIMITATION • Only 4 interviewee  Hard to generalize • Not perfect non-business : KMA, KMAC  Differences between business and non-business are not distinctive 27
  31. 31. SUGGESTION • As a follow-up research, it is necessary to continue conducting a study on making ‘4componets-ADDIE-ASTD Competency Model’ in order to help university students decide HRD career and develop their competencies. 28
  32. 32. THANK YOU 

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