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
Oct 19, 2014
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
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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
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become a capable HRD professional
does not have the capacity, is not well prepared
LITERATURE REVIEW
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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 executive’s 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
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• 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
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• 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
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• 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
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• 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
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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 executive’s
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 executive’s
competencies
• Have characteristics of OD
• AOEs: facilitating organizational change
KMAC Training Internalization
of Core Value
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• 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
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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 executive’s
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 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
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• 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
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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,
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
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• 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
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• Only 4 interviewee
Hard to generalize
• Not perfect non-business : KMA, KMAC
Differences between business and non-business are not distinctive
SUGGESTION
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• 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