대학 행정조직에서의 역량모델 도입 사례 연구

A Case Study on the Introduction of Competency Model in Korean University Administrative Organization

대학이 성과 창출 조직으로 변화되면서 대학 행정조직의 인적자원관리는 경쟁력 강화의 새로운 축으로 떠오르고 있다. 최근 대학에서는 직원 역량의 중요성을 인식하고 역량모델을 인사관리에 도입하는 사례가 증가하고 있다. 이 연구는 대학 행정조직의 역량모델 개발 및 활용 실태 분석을 목적으로 한다. 이 연구는 역량모델을 활용하고 있는 3개 국립대학의 사례를 분석했다. 분석 자료로 공문서, 발표 자료, 인사담당자의 인터뷰가 활용되었다. 연구결과, 역량모델 도입 배경으로 총장의 인적자원개발에 대한 관심과 지지가 중요한 역할을 하였다. 교육부 권고사항 이행이나 Best HRD 인증을 위한 수단적 목적도 있었다. 또한, 역량모델의 개발 절차상 타당성 확보가 되지 않은 대학의 사례도 있었다. 역량도출 방법으로는 행동사건기법, 역량 사전 활용방법 등이 활용되었다. 역량군은 공통역량, 직무역량, 리더십역량으로 유사하게 구성되었으나, 직무와 직위 고려 여부는 대학마다 차이가 있었다. 역량 항목 중 전문가 의식, 의사소통, 기획력, 팀워크, IT/PC 능력이 많았다. 역량모델의 활용 범위가 가장 넓은 분야는 교육훈련이며 승진, 경력개발, 인센티브 등에는 부분적으로 적용되고 있었다. 역량모델 도입 후 가장 큰 구성원의 변화는 역량개발에 대한 필요성 인식과 관심이 제고되었다는 것이었다.

As colleges have turned into performance-creating organizations, the human resources management of college administrative organization is newly viewed as one of integral factors to strengthen competitiveness. Lately, more universities have introduced a competency model into personnel management since the importance of employee competency is increasingly recognized. The purpose of this study was to examine the state of the development and utilization of a competency model in college administrative organizations. It s specifically meant to make a case study of three national universities that utilized a competency model. The data analyzed in this study were official documents, released data and interview data with people in charge of personnel administration. As a result of analyzing the collected data, it s found that the interest of presidents of the universities in human resources development and their assistance for that were crucial for the introduction of a competence model. And the universities introduced this model to fulfill what s recommended by the Ministry of Education, Science and Technology or as a means to be certified as the best HRD university. It was necessary for some of the universities to secure validity in the course of developing a competency model. As for the ways of determining required competency, Behavior Event Interview(BEI) or a competency dictionary was utilized. The selected competency groups were similar, which mostly consisted of common competency, job competency and leadership competency, but there were differences among the universities in whether job and title were considered or not. Among different competency items, awareness as a professional, communication, planning ability and IT/PC literary were widely selected in the national universities. Competency models were most utilized in the field of education and training, and these models were partially used in promotion, career development and incentive offering. As to the biggest change in the organizational members after the introduction of a competency model, they became aware of the necessity of competency development and got interested in it.