기업체 인적자원개발 담당자의 핵심직무역량모델 개발

Developing a Core Competency Model for Human Resource Development Practitioners in Corporate

The purpose of this study was to develop a Core Competency Model for HRD practitioners in corporations. The process of this study was as follows: ① Identifying HRD practitioners work outputs, ② Selecting HRD practitioners key work outputs, ③ Identifying HRD practitioners activity that can lead HRD practitioners key work outputs, ④ Identifying knowledge, skill and attitude that have a relation to HRD practitioners activity, ⑤ Grouping similar knowledge, skills, and attitudes, and naming and defining competencies. The major findings of this study were as follows: ① Twelve job domains and 80 work outputs from HRD practitioners were found, which were different from the results of McLagan(1989) s work(11 job domains and 76 work outputs). ② As the result of selecting HRD practitioners key work outputs, 37 key work outputs(10 job domains) were perceived to be critical. ③ 211 activities of 37 key work outputs were found. Some key work outputs were composed of similar activities. ④ Knowledge, skill, and attitude that are in relation to HRD practitioners activity were identified. ⑤ Finally, 22 competencies were identified. Based on the findings of the study, the major conclusions of this study were as follows: ① Internal consulting was newly identified in the HRD practitioners job domain. This revealed that the HRD practitioners job domain was expanded to the part to include the present intervention program that is suitable through organizational diagnosis. ② Outputs connected with Program design, evaluation, internal consulting, and organizational change were perceived to be critical by HRD practitioners. This showed that HRD was achieved to focus on training and development and organizational development in corporations. On the other hand, outputs connected with career development were perceived to be not so important in present, but highly important in future by HRD practitioners. ③ Core competencies for HRD practitioners were different from those of McLagan(1989) s work.