Business HRD

TEAM1 남궁미 (0731012), 김은정 (0746008), 김혜원 (0846007), 정유진 (0846026), 조가영 (0846029)

Non-Business Competency

A Comparative Study on Jobs and Competencies of 4 HRDers

2

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

6

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

6

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 executive’s competencies

JOB AND COMPETENCY OF HRDer

8

• 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

9

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 executive’s 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 executive’s 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

11

• Overall Comparative Analysis

• Business vs. Non-Business

CAMPARISONS BETWEEN 4 HRDer

12

• 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

13

• Overall Comparative Analysis

Similarities

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

CAMPARISONS BETWEEN 4 HRDer

14

• Overall Comparative Analysis

Job Categorization

CAMPARISONS BETWEEN 4 HRDer

BAT The Management

Trainee Development Program

GS Caltex Strengthening

Specialty of Jobs Project

KMA Improving executive’s

competencies

• Have characteristics of individual development

• Have common AOEs: Career planning and talent management

14

• Overall Comparative Analysis

Job Categorization

CAMPARISONS BETWEEN 4 HRDer

BAT The Management

Trainee Development Program

GS Caltex Strengthening

Specialty of Jobs Project

KMA Improving executive’s

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 executive’s

competencies

• Similar roles of designing, developing, and implementing

BAT The Management

Trainee Development Program

KMA Improving executive’s

competencies

• Implements and evaluate • Analyze need and design

16

• 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 executive’s

competencies

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

22

• Business vs. Non-Business

Difference

Business

• The general goal of business is pursuit profits

• focusing on engaging organization members’ competencies, spreading enterprise’s value

Non-Business

• suggesting training, manages process

• plans, manages, and supports projects mostly.

Difference of organization’s characteristic, HRDer’s roles are change.

CAMPARISONS BETWEEN 4 HRDer

23

• 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.

CAMPARISONS BETWEEN 4 HRDer

Step 3 | CONCLUSION

CONCLUSION

25

• 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,

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

CONCLUSION

26

• 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!!”

LIMITATION

27

• Only 4 interviewee

Hard to generalize

• Not perfect non-business : KMA, KMAC

Differences between business and non-business are not distinctive

SUGGESTION

28

• 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.

THANK YOU