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Business HRD

TEAM1 (0731012), (0746008), (0846007), (0846026), (0846029)

Non-Business Competency

A Comparative Study on Jobs and Competencies of 4 HRDers

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Contents

Introduction Purpose of the Study Literature Review Research Method

Results

Conclusion Discussion Limitation & Suggestion

Step 1 | INTRODUCTION

SHOULD BE

IS

GAP Purpose

To examine the HRD professional Jobs

and competencies

PUROOSE OF STUDY

4

become a capable HRD professional

does not have the capacity, is not well prepared

LITERATURE REVIEW

5

ASTD Competency Model

RESEARCH METHOD

6

GS Caltex

BAT Korea

KMAC

KMA

SUNG WOO SANG

Interviewees

Interviewee

INTERVIEW

KANG IN SUN

YOON KYUNG YONG

YEO HWA JONG

All manager-level

RESEARCH METHOD

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DATA ANALYSIS

2. Match each jobs(Key projects) with 4-components of HRD

3. Match 4-components of HRD with 9 Areas of Expertise

4. Find out relatively important elements of Common competencies and AOEs

5. Comparison

1. Select a key project from each interviewees

Step 2 | RESULT

KEY PROJECTS

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GS Caltex

BAT Korea

KMAC

KMA

SUNG WOO SANG Strengthening Specialty of Jobs

KANG IN SUN Management Trainee Development Program

YOON KYUNG YONG Training Internalization of Core Value

YEO HWA JONG Improving executives competencies

JOB AND COMPETENCY OF HRDer

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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

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ID

OD

PM CD

GS

BAT

KMA

KMAC

JOB AND COMPETENCY OF HRDer

Job Characteristic

10

4 Components of HRD AOEs positioning map

ID CD

PM OD

Individual

Organization

Short Long

Managing Organizational

Knowledge

Managing the Learning Function

Facilitating Organizational

Change

Measuring& Evaluation

JOB AND COMPETENCY OF HRDer

Delivering Training

Designing Learning

Coaching

Career Planning & Talent Management

Improving Human Performance

10

Job Characteristic - Areas of Expertise (AOEs)

JOB AND COMPETENCY OF HRDer

Interviewee Key project Job Main Role AOEs

Kang in BAT

Management Trainee Development Program

ID, CD Implement Evaluate

Career Planning and Talent Management

Delivering Training

Measuring and Evaluating

Sung in GS

Strengthening Specialty of Jobs Project

ID Design Develop implement

Career Planning and Talent Management

Design Learning

Yeo in KMA

Improving lately positioned executives competencies

ID, OD Analyze Design

Career planning & Talent Management

Designing Learning

Yoon in KMAC

Training Internalization of Core Value

OD

Design Develop Implement Evaluate

Designing Learning Facilitating

Organizational change

Measuring and Evaluating

Delivering Training

10

Proportion of AOEs & Common Competencies

JOB AND COMPETENCY OF HRDer

AOEs

Career Planning and Talent Management

Delivering Training

Kang in BAT: Management Trainee Program

Measuring and Evaluating

30% 60%

10%

Common Competencies

50% 40%

10% Personal

Business /Management

Interpersonal

Delivering Training

10

Proportion of AOEs & Common Competencies

JOB AND COMPETENCY OF HRDer

AOEs

Career Planning and Talent Management

Design Learning

Sung in GS: Strengthening Specialty of Jobs Project

30%

70%

Common Competencies

55% 40%

5% Personal

Business /Management

Interpersonal

Delivering Training

10

Proportion of AOEs & Common Competencies

JOB AND COMPETENCY OF HRDer

AOEs

Career Planning and Talent Management

Design Learning

Yeo in KMA: Improving lately positioned executives competencies

40% 60%

Common Competencies

70% 15%

15%

Personal

Business /Management

Interpersonal

Delivering Training

10

Proportion of AOEs & Common Competencies

JOB AND COMPETENCY OF HRDer

AOEs

Design Learning

Measuring /Evaluating

Yoon in KMAC: Training Internalization of Core Value

Facilitating Organizational change

40% 50%

10%

Common Competencies

45% 50%

5% Personal

Business /Management

Interpersonal

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Overall Comparative Analysis

Business vs. Non-Business

CAMPARISONS BETWEEN 4 HRDer

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Overall Comparative Analysis

ID

OD

PM CD

GS BAT

KMA KMAC

Similarities

All of the 4 projects are far from PM

CAMPARISONS BETWEEN 4 HRDer

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Overall Comparative Analysis

Similarities

To be a successful performer, communicating effectively (interpersonal) thinking strategically (business/management) demonstrating adaptability (personal)

CAMPARISONS BETWEEN 4 HRDer

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Overall Comparative Analysis

Job Categorization

CAMPARISONS BETWEEN 4 HRDer

BAT The Management

Trainee Development Program

GS Caltex Strengthening

Specialty of Jobs Project

KMA Improving executives

competencies

Have characteristics of individual development

Have common AOEs: Career planning and talent management

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Overall Comparative Analysis

Job Categorization

CAMPARISONS BETWEEN 4 HRDer

BAT The Management

Trainee Development Program

GS Caltex Strengthening

Specialty of Jobs Project

KMA Improving executives

competencies

Have characteristics of OD

AOEs: facilitating organizational change

KMAC Training Internalization

of Core Value

16

Overall Comparative Analysis

Main Role based on ADDIE model

CAMPARISONS BETWEEN 4 HRDer

GS Caltex Strengthening

Specialty of Jobs Project

KMA Improving executives

competencies

Similar roles of designing, developing, and implementing

BAT The Management

Trainee Development Program

KMA Improving executives

competencies

Implements and evaluate Analyze need and design

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Overall Comparative Analysis

Main Role based on ADDIE model

CAMPARISONS BETWEEN 4 HRDer

BAT The Management

Trainee Development Program

Only implementation and evaluation

AOEs: Measuring and evaluating accounts for a relatively considerable part (30%)

KMA Improving executives

competencies

Focusing on analyzing recent needs and designing a project to propose to companies AOEs: business/management competencies 70%

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Business vs. Non-Business

Difference

Business

The general goal of business is pursuit profits

focusing on engaging organization members competencies, spreading enterprises value

Non-Business

suggesting training, manages process

plans, manages, and supports projects mostly.

Difference of organizations characteristic, HRDers roles are change.

CAMPARISONS BETWEEN 4 HRDer

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Summary

4 interviewees AOEs and competencies differ from what the projects characteristic is among the 4 components of HRD what roles the interviewees take charge of based on ADDIE model

Difference of organizations characteristic, HRDers roles are change.

CAMPARISONS BETWEEN 4 HRDer

Step 3 | CONCLUSION

CONCLUSION

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Expected role and competency level which each organization seeks Devoted to one's role, believed each other, follow principle and promise,

pursuit common goal, do one's duty as partner

New employees competency level They lack the leadership and the strategic thinking, insufficient insight,

dont seek innovation, seek safety

University students competency level Very unsatisfactory Getting a job as short-term goal, dont make concrete career plan and

dont worry about developing ones competency in the organization, shortage of knowledge about HRD task, end up theore

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