기업내 인적자원개발(HRD) 담당자의 저량과 유량의 수준과 성과 (Stock and Flow Levels of HRD Practitioners and their Outcomes)

서지정보

· 발행기관 : 경성대학교 인문과학연구소
· 수록지 정보 : 인문학논총 / 12권 / 1호 / 135 ~ 163페이지
· 저자명 : 주용국

초록

경쟁력을 갖춘 인적자원은 기업의 경쟁우위를 창출하는 원동력이며, 조직의 지속적 생존과 발전을 위한 전략적 요소이자 핵심자산이라는 공감대가 형성되어 오고 있다. 기업은 인적자원의 능력개발을 경영전략을 지원하기 위한 핵심요소로 인식하여 투자를 강화하며 이를 추진하는 인적자원개발담당자의 전문성 개발에도 상당한 투자를 하고 있다. 왜냐하면, 같은 투자라도 인적자원개발 담당자의 전문성에 따라 성과는 상당한 차이가 나기 때문이다.
본 연구는 인적자원개발 담당자의 전문성을 강화하기 위하여 인적자원개발의 전문성 수준과 실태(stock 측면)를 파악하고, 채용 · 선임, 육성과 개발, 활용에 관한 경로(flow 측면) 및 성과측면을 조사하였다.

영어초록

There is a growing recognition of the importance of human resource development(HRD) practitioners as the strategic player for developing competent employees that are the ultimate source of sustainable competitive advantage in a global business environment. Yet, over 40% of companies do not have any HRD practitioners and the awareness and support given to this important HRD function is still quite low. In addition, a large majority of the practitioners consider their HRD position a temporary marginalized one to fill for two or three years. Therefore, HRD practitioners lack the opportunity of developing any expertise needed for the position. Moreover, HRD may become something that is nice to do or a waste of business resources. This phenomenon results in hindering the development of competent and adaptable employees and a company's growth. In order to improve the expertise of human resource practitioners, this research seeked to assess the levels of stock and flow(selection-development-utilization) of HRD practitioners and their outcomes in organizations.
The survey results found the following three methods to bring about an improvement in the expertise of HRD practitioners and establishing supportive job environments:
First, it is the expertise, job environment and the job characteristics that improve performance in HRD rather than the size of the company or the form and size of the HRD department. Elements affecting performance were expertise, the participants' level of understanding and attitudes as well as regular opportunities to participate in intra and inter company HRD education programs. With regards to a supportive environment, the connection between HRD and organization strategies, investments in HRD and the establishment of a knowledge management system all played a part. The HRD job characteristics necessary to bring about positive changes were, sufficient learning and growth opportunities, feedback from top management, line managers and employees. For HRD stakeholders, the methods for enhancing sufficient learning and growth opportunities, feedback should have priority and first be implemented on over all other methods for improving business performance. In addition, companies where expertise is low or the support environment is inadequate should be targeted first for reform.
Second, the belief that the position of HRD practitioners is a marginal one was revealed to be a myth. The old paradigm should be changed by replacing the existing reality and making the HRD practitioners strategic business partners; usage of their guidance, advice and knowledge in improving business management and job performance can be sought. If the above occurs an improvement in the employees' expertise will follow.
Third, in order to enhance the expertise of the HRD practitioners, HRD roles and competencies required by a particular job environment must be identified, as do those of each company as well. In order to carry out its role as a strategic partner of the company, the HRD practitioners must also develop their business competencies (cost and benefit analysis, theories and practice of intellectual capital, and management by objectives) to strengthen performance in addition to traditional interpersonal competencies (interpersonal relationship building and communication network). They must also develop their analytical competencies (analyzing performance data, evaluation of training programs, the setting up of performance criteria, and the development of knowledge management systems) as well. Moreover, specific behavior indexes and best practices must be developed and promoted. These must be in keeping with the specific roles and competencies required by each company. These indexes and practices should be used in the employment, appointment, promotion and development of the HRD practitioners who should in turn apply this knowledge to their profession.
The HRD practitioner must proactively seek to strengthen his/her competencies and to continuously keep himself/herself updated on the latest relevant competencies. This must be done so as to be able to carry out diverse roles as required by the rapidly changing business environment. In conjunction, management and government must recognize the HRD practitioners as the strategic players for developing people, the ultimate source of sustainable competitive advantage and a core essence for organizations' longevity and national development. As such management and government must create a system enhancing the expertise of the practitioner and establish the necessary support environment for HRD.

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