기업의 능력평가와 저성과자 관리 현황 및 과제

기업에서 근로자의 능력평가 시 고려하는 주요 항목은 문제해결능력(67.2%), 업무태도(59.8%), 직무 관련 지식(57.3%), 업무추진력(49.3%), 리더십(36.0%)임. 기업들이 전 직원 대상으로 가장 많이 활용하는 능력평가 방법은 상사평가(50.6%)이며, 가장 효과적이라고 생각하는 평가 방법은 다면평가(3.66점/5점 만점)로 나타남. 능력평가 결과는 승진(86.4%)과 임금 조정(57.8%), 배치·전환(43.2%)에 주로 활용되고 있으며, 교육훈련(18.0%), 채용 기준 마련(11.8%), 퇴직 관리(4.6%)에는 활용도가 낮음. 인사담당자의 30.2%는 회사의 평가체계가 개개인의 역량과 성과를 진단하는 데 효과적으로 구성되어 있다고 응답하였으며, 33.4%가 평가 결과에 대한 직원들의 수용도가 높은 편이라고 응답함. 기업들이 저성과자를 관리하기 위해 가장 많이 활용하는 방법은 승급 제한(69.8%)으로 나타났으며, 저성과자의 성과 제고를 위한 교육프로그램을 실시하는 기업은 61.7%임.The main criteria businesses consider when carrying out work capacity evaluations are problem-solving ability (67.2%), work attitude (59.8%), work-related knowledge (57.3%), ability to perform tasks (49.3%), and leadership (36.0%). Supervisor appraisal is considered the method most commonly used for evaluating the capacity of workers by businesses (50.6%) and 360-degree feedback assessments are rated the most effective method (3.66/5 points). Work capacity evaluation results are most commonly used for promotion (86.4%), wage revisions (57.8%), and reassignment/transfer (43.2%). They rarely lead to vocational training (18.0%), establishment of new hiring standards (11.8%), or workplace dismissal (4.6%). 30.2% of personnel managers responded that office evaluation systems are effectively constructed for determining individual capabilities and achievements, and 33.4% said that a high number of employees tend to agree with their evaluation results. Businesses use restrictions on promotion (69.8%) as the most common method for dealing with poor performers, and 61.7 % of businesses use education programs to enhance the performance of poor performers

NCS 기반 채용에 대한 청년층 구직자 인식 조사

청년층 구직자를 대상으로 한 인식조사에서 NCS 기반 채용 준비 시 가장 노력을 기울인 분야로 ‘직무경험 쌓기’를 꼽은 응답자가 가장 많고(44.5%), ‘직업기초능력 면접 준비’는 3.3%, ‘직무수행능력 면접 준비’는 3.9%로 면접 준비에 힘을 쏟는 구직자의 비율은 상당히 낮음. NCS 기반 채용이 직무에 적합한 인재를 선발하는 데 도움이 될 것이라고 응답한 비율은 41.4%, 다양한 배경의 인재를 선발하는 데 기여할 것이라고 응답한 비율은 38.8%임. NCS 기반 채용 준비가 취업 후 실제 업무 수행에 도움이 될 것이라고 응답한 비율은 42.6%임. NCS 기반 채용이 많은 기업에 확산되기를 바라는 응답자가 39.0%로, 확산되길 희망하지 않는 응답자(18.2%)보다 두 배 이상 많음.In the survey on young job seekers, ‘building work experience (44.5%)’ was identified as the area in which many respondents made the greatest effort, any only a few selected ‘preparing for basic skill-related interview (3.3%)’, and ‘preparing for job competencies-related interview (3.9%)’, showing that the proportion of the applicants who place emphasis on interview is very low. 41.4% of the respondents said that NCS-based recruitment would help to select suitable candidates for their jobs, and 38.8% said it would contribute to the selection of talented people of various backgrounds. 42.6% of respondents said that preparation for NCS-based recruitment would help their work performances after getting a job. 39.0% of respondents hoped that the NCS-based recruitment will be expanded to more companies whereas 18.2% of respondents were against it. *The full-text is available in Korean only

How to Reform Human Resource Management System in Company for Building the Meritocratic Labour Market

본 연구에서는 능력중심 노동시장 구축을 위해 매우 중요한 분야임에도 불구하고 현재 상대적으로 준비가 덜 이루어지고 있는 인력 활용 분야, 특히 능력중심 노동시장 구축이 이루어진다면 대부분의 활용이 이루어질 것으로 예상되는 민간 기업에서의 활용에 대한 부분을 다루고자 한다.There has been a recognition that blind pursuing of high eduction level and academic clique are great tools to get fine jobs as well as to improve social status in Korea. For this recognition, labour market in Korea is facing some issues such as discrimination, unnecessary social expenses. The concept of a “Meritocracy” is a new alternative in order to overcome the problems caused by the blind pursuing of high eduction level and academic clique. This study defines the meritocratic labour market and meritocratic human resource management. The first concept, the meritocratic labour market, is a social system founded on the belief that individuals should be chosen and moved ahead for their abilities rather than only for their educational background(elitism) or level. The latter concept, the meritocratic human resource management, is a system which evaluates individual competency and capability on the basis of their performance measured through examination and/or demonstrated achievement in the field where it is implemented by reflecting the value of meritocratic labour market. This study premises the interactive relationship between both concepts. In terms of institutional isomorphism theory, the implement of government policy for reforming human resource management could be a problem because it should be operated by external pressure regardless the managerial efficiency of a company. Moreover, due to lack of experience, it is hard that meritocracy in human resource management can bring the effectiveness and outcomes even though the enterprises implement the system. The government selected some public agencies to carry out the human resource management based on meritocracy, however the outcomes of system’s application has been not verified. Hence the symbolic adoption could appear in this situation. It is necessary for the government to encourage a company to accept and implement the meritocracy in human resource management system with understanding its value internally, and to develop the policy considering the systematic traits of them. This study performs the empirical research to find out the relation between the trait of human resource management system and performance. The result of analysis shows that the implementation of meritocratic human resource management does not lead better performance, especially, the human resource management system could be adjusted and differentiated in various environment of a company based on the result of HCCP(Human Capital Corporate Panel) analysis. It is necessary to confirm constraints and obstructive factors in the process of reforming the human resource management system. The result of FGI with human resource managers shows that there is a agreement that implementing the meritocratic human resource management is necessary, however they find the difficulty to operate the system. Several concerns are the absence of definition about competency the company requires, measurement for accurate evaluation and material as well as human resource to implement the system. The government support is essential for a company to overcome these concerns. In conclusion, meritocratic HRM is not a best practice for all companies, the trait of individual company and job should be considered for reforming HRM system.요 약 제1장 서 론_1 제1절 문제 제기 3 제2절 연구의 필요성 9 제3절 연구의 목적 13 제2장 능력중심 노동시장과 기업의 인적자원관리의 이론_19 제1절 능력중심 노동시장과 인적자원관리의 개념 21 제2절 노동시장 환경 변화와 인사 관리의 변화 28 제3절 기업의 능력중심 인적자원관리 도입에 대한 이론적 틀 36 제3장 능력중심 인적자원관리와 기업(사업체)의 성과_47 제1절 문제 제기 49 제2절 분석 자료 및 변수 설정 51 제3절 사업체 패널 조사(WPS)와 인적자본 패널(HCCP)을 활용한 실증 분석 59 제4절 소결론 85 제4장 기업의 능력중심 인적자원관리 실태 및 인식_89 제1절 설문 조사 및 FGI 개요 92 제2절 조사 결과 96 제3절 시사점 149 제5장 결 론_153 제1절 연구 결과 요약 155 제2절 기업의 인적자원관리 개선 방안 및 정책 제언 158 SUMMARY_165 참고문헌_169 부 록_179 1. 실증 분석 부표 181 2. 기업 인사 담당자 설문 조사지 19

Analysis and Policy Suggestions of Industry and Regional Human Resource Development Followed by the Spread of COVID-19

본 연구는 코로나19사태에 직면한 현 시점에서 산업별, 지역별로 직면한 인적자원개발 현황을 파악하고 대응방안을 모색하는 데 주된 목적을 갖는다. 이를 위해 한국직업능력개발원 인적자원개발위원회지원센터는 총 17개의 산업별 인적자원개발위원회와 17개의 지역 인적자원개발위원회를 대상으로 코로나 사태의 피해로 인한 현황 및 건의 사항 등을 서면으로 조사하였다. 산업별 인적자원개발위원회 대상 조사는 2020년 3월 20일~24일까지, 지역 인적자원개발위원회 대상 조사는 2020년 3월 18일~20일까지 이뤄졌다. 조사 결과 8개의 산업별 인적자원개발위원회와 14개의 지역 인적자원개발위원회의 현황조사 내용과 건의 사항이 수집되었다. 산업별 이슈는 ‘코로나 확산으로 인한 영업 매출 감소, 대면 근무 기반 산업의 영업 활동 제한, 재택근무, 휴직제도 등의 진행, 외국인 노동 인력 활용의 제한’ 등으로 나타났고, 지역 이슈는 ‘채용 프로세스의 축소 및 중단, 훈련과정의 취소, 훈련생 모집의 어려움, 훈련센터의 사업목표 달성의 어려움’ 등으로 나타났다. 본 연구는 이를 토대로 산업별, 지역 인적자원개발의 안정화를 위해 필요한 정책 방안을 제시하였으며, 코로나19 사태 대응을 위해 진행되고 있는 새로운 제도를 기술하였다.The purpose of this study is twofolds; 1) to identify the current issues regarding human resource development by industries and regions and 2) seek countermeasures to perform the desirable role of the Regional and Industry Skills Development Center at KRIVET(Korea Research Institute for Vocational Education & Training), as being faced with COVID-19. To fulfill the purpose, we sent out a semi-structured questionnaire to 17 ISCs(Industrial Skills Councils) and 17 RSCs(Regional Skills Councils) regarding the issues of the current status and policy suggestions in regards to damages caused by COVID-19. A survey on ISCs was conducted from March 20 to 24, and a survey on RSCs was conducted from March 18 to 20, 2020. 8 ISCs and 14 RSCs responded to the survey questionnaire. Industry-specific issues were summarized as follows:　reduced sales due to COVID-19, restrictions on sales activities in face-to-face industries, progress in telecommuting, layoff systems, and restrictions on the use of foreign workforce. Regional issues were summarized as follows: reduction and suspension of the recruitment process, cancellation of the training process, difficulties in recruiting trainees, and difficulties in achieving the joint-training center's business goals. Based on this, this study implies policy suggestions needed for stabilizing human resource development by industry and region and described the new policy in progress to counter the COVID-19 as well.Ⅰ. 서론 1 Ⅱ. 산업별 인적자원개발 현황 및 건의 사항 3 Ⅲ. 지역 인적자원개발 현황 및 건의 사항 12 Ⅳ. 정책제언 및 기대효과 18 참고문헌 21 Abstract 2