Developing Innovation-Driven HRD Professional Cultivation

이 연구는 기존의 인적자원개발 프로그램과 차별화된 '인적자원개발 전문가 프로그램'을 새롭게 마련함으로써 인적자원개발 분야 전문가 육성을 위한 기초를 확립하고 관련 분야 최고 전문가 육성을 위한 교육과정으로 활용하여 정부, 기업, 노동단체의 최고 전문가들을 위한 양질의 프로그램 개발과 동시에 프로그램 이수자에 대한 국가자격증을 부여함으로써 전문가 들의 공신력을 제고하기 위한 목적으로 이루어졌다. 본 연구는 2007년 한국직업능력개발원에서 개설될 '고위인재전략 '과정을 위한 준비단계로 시작되었으며, 과정 개설의 1차 연구로서 HRD 최고지도자 과정의 주요 프로그램과 내용들이 연구 ·조사되었으며, HRD 관리자 및 지도자 과정을 벤치마킹하기 위한 방안이 제시되었다. ○ 주요 내용 - 혁신주도형 HRD 전문가 과정 개발을 위한 우수사례 발굴 - 혁신주도형 HRD 전문가 과정 개발 - HRD 최고위자 과정의 주요 내용1. Research Outline Knowledge-driven HRD is the key to determining success or failure of the nation, society, and individual in the 21C knowledge-based economy. It's critical to cultivate professionals being in charge of HRD, and hence innovations in developing education and training (E&T) programs should be undertaken. This development and management project aims at designing E&T goals, developing contents as well as future tasks of leaders', middle-level managers' and professionals' programs. Theoretical discussions with regard to development of the three-level programs, analysis of hitherto related studies and best practices home and abroad, and policy suggestions for delivery as well as further progress were made. 2. Theoretical Background References quoted in the courses of discussions are Gilley & Eggland, HRD model, Rothwell & Sredl, Rothwell & Wellins, HRD professional capacity model, Nick Van Dam's study on the role of CLO, McLagan's study on the role of HRD practitioners and Dalton and Thomson's study on HRD professional career. Following studies done home were also referred to: Il-joo Na's HRD professionals' role and Young-man Yoo's HRD professionals' roles. Focuses through the courses were made on needs change of learning organization as well as awareness enhancement of the importance of HRD. McLagan's HRD wheel model was also quoted and discussed. In addition, variety of learning organizations and knowledge management cases were introduced. Organizational and individual aspects of talent selection, recruitment, evaluation were elaborated on, too. 3. Excavating home and abroad HRD Professional Programs Chapter Ⅲ lists up and describe best practices of leaders', middle-level managers' and professionals' programs. As HRD leaders' programs, those run by Korea Labor Institute, Korea Advanced Institute of Science and Technology, and Chung-Ang University. Representative middle-level managers' programs introduced herein are Business Certificate Program run by American Society of Training and Development (ASTD), and Senior Human Resources Generalists' Programs as well as content development and training goals run and designed by Strategic Human Resources Management (SHRM). Korea's High level advanced finance courses and expert consulting performance cultivating courses by Seoul National University are also introduced herewith, too. Programs introduced as exemplar cases representing professional programs are ASTD's nine programs, SHRM's Professional in HR (PHR/SPHR), HRD Professional Program run by Performance Solution International in Korea, and programs run by Korea Management Association. 4. Developing Innovative HRD Professional Program Chapter Ⅳ deals with HRD CLO (Chief Learning Officer) Program developed by this project. It also introduced directions for development of managerial and professional programs in 2007. Today CLO's task of forging strategic partnership with Chief Executive Officers in particular is highly emphasized. Success criteria for measurement of the tasks are CLO's capacity to customer service, organizational performance capacity and internal revenue advancement. CLO's also important tasks include linking inhouse learning programs with organizational strategic management. Bases on CLO's tasks mentioned above, detailed program development was delineated. 5. Policy Suggestions Firstly, Ministries in charge of HRD and vocational capacity development such as Ministry of Education and HRD, and Ministry of Labor were urged to provide financial and administrative incentives with public and private training institutes cultivating HRD leaders, managers and professionals. Secondly, KRIVET was suggested to forge allianceship with Korea Labor Management Relations Development Committee for launching of nation-wide HRD leaders, managers, and professionals. Thirdly, Special task team within KRIVET was suggested to be set up for designing, developing, and delivering leaders', managers' and professional programs.요 약 제1장 연구개요 제1절 연구 필요성 및 목적 1 제2절 연구내용과 방법 3 제3절 연구의 기대효과 6 제2장 이론적 배경 제1절 외국의 선행연구 7 제2절 국내의 연구 13 제3절 인적자원개발모형 16 제3장 혁신주도형 HRD 전문가 과정 개발을 위한 국내 외 우수사례 발굴 제1절 최고지도자 과정 요약 19 제2절 최고지도자 과정 우수사례 25 제3절 HR 관리자 과정 우수사례 51 제4절 HR 전문가 과정 우수사례 69 제4장 혁신주도형 HRD 전문가 과정 개발 제1절 HRD 최고위자과정의 주요 내용 123 제2절 HR 관리자ㆍ전문가과정 개발 132 제5장 정책제언 제1절 인적자원개발 전문가과정에 대한 자격증 부여 143 제2절 노사발전재단의 인적자원개발 전문가과정 프로그램과 연계 145 제3절 한국직업능력개발원 내에 인적자원개발 전문가 양성을 위한 독립적 기구 설치 146 SUMMARY 149 노동연구원 노사관계고위지도자과정 15기 과정생 명단 155 KAIST 고위경영자과정 과정생 소속 158 KAIST 최고경영자과정 강의 교수진 159 중앙대학교 최고경영자과정 강의 교수진 161 중앙대학교 최고경영자과정 역대 최고경영인상 수상 165 서울대학교 고급금융과정 강사진 168 HRD 전문가과정 기업 사례 170 참고문헌 179 약어 18