1. Business HRD
Non-Business Competency
A Comparative Study on Jobs
and Competencies of 4 HRDers
TEAM1 남궁미 (0731012), 김은정 (0746008), 김혜원 (0846007), 정유진 (0846026), 조가영 (0846029)

2. Contents
Introduction
Purpose of the Study
Literature Review
Research Method
Results
Conclusion
Discussion
Limitation & Suggestion
2

3. Step 1 | INTRODUCTION

4. PUROOSE OF STUDY
SHOULD BE
become a
capable HRD
professional
 Purpose
GAP
To examine the HRD professional Jobs
and competencies
IS
does not have
the capacity,
is not well
prepared
4

5. LITERATURE REVIEW
ASTD Competency Model
5

6. RESEARCH METHOD
INTERVIEW
 Interviewees
GS Caltex SUNG WOO SANG
BAT Korea KANG IN SUN
Interviewee
KMAC YOON KYUNG YONG
KMA YEO HWA JONG
 All manager-level
6

7. RESEARCH METHOD
DATA ANALYSIS
1. Select a key project from each interviewees
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
6

8. Step 2 | RESULT

9. KEY PROJECTS
GS Caltex SUNG WOO SANG Strengthening Specialty of Jobs
BAT Korea KANG IN SUN Management Trainee Development Program
KMAC YOON KYUNG YONG Training Internalization of Core Value
KMA YEO HWA JONG Improving executive’s competencies
6

10. JOB AND COMPETENCY OF HRDer
• 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
8

11. JOB AND COMPETENCY OF HRDer
• Job Characteristic ID
PM CD
BAT
GS
KMA
KMAC
OD 9

12. JOB AND COMPETENCY OF HRDer
• 4 Components of HRD – AOEs positioning map
Individual
Career Planning &
Talent Management
ID CD
Delivering Measuring&
Training Evaluation
Designing Learning
Short Long
Managing
Coaching Organizational
Knowledge
PM OD Function
Managing the
Learning
Improving Human
Facilitating
Performance
Organizational
Change
Organization
10

13. JOB AND COMPETENCY OF HRDer
• Job Characteristic - Areas of Expertise (AOEs)
Interviewee Key project Job Main Role AOEs
• Career Planning and Talent
Management
Kang in Management Trainee Implement
ID, CD
BAT Development Program Evaluate • Delivering Training
• Measuring and Evaluating
Design • Career Planning and Talent
Sung in Strengthening Specialty Management
ID Develop
GS of Jobs Project
implement • Design Learning
Improving lately • Career planning & Talent
Yeo in Analyze Management
positioned executive’s ID, OD
KMA Design
competencies • Designing Learning
• Designing Learning
Design Facilitating
Yoon in Training Internalization Develop
OD
KMAC of Core Value Implement • Organizational change
Evaluate
• Measuring and Evaluating
10

14. JOB AND COMPETENCY OF HRDer
• Proportion of AOEs & Common Competencies
Kang in BAT: Management Trainee Program
Common Competencies
AOEs
Delivering Training Personal
10% 10%
Delivering Training
30% 60% 40% 50%
Measuring
and Evaluating Business
Career Planning and Interpersonal
Talent Management /Management
10

15. JOB AND COMPETENCY OF HRDer
• Proportion of AOEs & Common Competencies
Sung in GS: Strengthening Specialty of Jobs Project
Common Competencies
AOEs
Design Learning Personal
5%
30% Delivering Training
70% 40% 55%
Career Planning and Interpersonal Business
Talent Management /Management
10

16. JOB AND COMPETENCY OF HRDer
• Proportion of AOEs & Common Competencies
Yeo in KMA: Improving lately positioned executive’s competencies
Common Competencies
AOEs
Personal
Career Planning and
Talent Management
15%
Delivering Training
40% 15%
60% 70%
Design Learning Business
Interpersonal
/Management
10

17. JOB AND COMPETENCY OF HRDer
• Proportion of AOEs & Common Competencies
Yoon in KMAC: Training Internalization of Core Value
Common Competencies
AOEs
Measuring
/Evaluating Personal
10% 5%
Delivering Training
40% 50% 50% 45%
Facilitating
Organizational change Design Learning
Interpersonal Business
/Management
10

18. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
• Business vs. Non-Business
11

19. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Similarities
 All of the 4 projects are far from PM
ID
PM CD
BAT
GS
KMA
KMAC
OD 12

20. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Similarities
To be a successful performer,
 communicating effectively (interpersonal)
 thinking strategically (business/management)
 demonstrating adaptability (personal)
13

21. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Job Categorization
BAT GS Caltex
KMA
The Management Strengthening
Improving executive’s
Trainee Development Specialty of Jobs
competencies
Program Project
• Have characteristics of individual development
• Have common AOEs: Career planning and talent management
14

22. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Job Categorization
BAT GS Caltex
KMA
The Management Strengthening
Improving executive’s
Trainee Development Specialty of Jobs
competencies
Program Project
KMAC
Training Internalization • Have characteristics of OD
of Core Value
• AOEs: facilitating organizational change
14

23. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Main Role based on ADDIE model
GS Caltex
KMA
Strengthening
Improving executive’s
Specialty of Jobs
competencies
Project
• Similar roles of designing, developing, and implementing
BAT
KMA
The Management
Improving executive’s
Trainee Development
competencies
Program
• Implements and evaluate • Analyze need and design
16

24. CAMPARISONS BETWEEN 4 HRDer
• Overall Comparative Analysis
Main Role based on ADDIE model
BAT • Only implementation and evaluation
The Management
Trainee Development • AOEs: Measuring and evaluating accounts for
Program a relatively considerable part (30%)
• Focusing on analyzing recent needs and
KMA
designing a project to propose to companies
Improving executive’s
competencies
• AOEs: business/management competencies 70%
16

25. CAMPARISONS BETWEEN 4 HRDer
• Business vs. Non-Business
Difference
Business Non-Business
• The general goal of business is • suggesting training, manages
pursuit profits process
• focusing on engaging organization • plans, manages, and supports
members’ competencies, spreading projects mostly.
enterprise’s value
Difference of organization’s characteristic, HRDer’s roles are change.
22

26. CAMPARISONS BETWEEN 4 HRDer
• 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.
23

27. Step 3 | CONCLUSION

28. CONCLUSION
• 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
25

29. CONCLUSION
• 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!!”
26

30. LIMITATION
• Only 4 interviewee
 Hard to generalize
• Not perfect non-business : KMA, KMAC
 Differences between business and non-business are not distinctive
27

31. SUGGESTION
• 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.
28

32. THANK YOU 