The study was an attempt to find out how Human Resource Development practitioners understand the change in Human Resources Development after KORUS FTA, and how they deal with the change and provide guidelines. Also, the study sought to define the new ...
The study was an attempt to find out how Human Resource Development practitioners understand the change in Human Resources Development after KORUS FTA, and how they deal with the change and provide guidelines. Also, the study sought to define the new roles and competencies required for Human Resource Development practitioners to obtain global competitiveness.
To achieve the purpose above, the following questions were developed. First, how does the KORUS FTA affect Human Resources Development? Second, how well do Human Resource Development practitioners understand the effect KORUS FTA may have on Human Resources Development? Third, what roles and competency levels do Human Resource Development practitioners need in order to cope with the changes?
To answer the questions, related literature and documents were reviewed and focus group interviews were made with Human Resource Development field workers. In addition, a survey was carried out to verify the findings. The major findings were as follows:
First, the practitioners realized that change would happen, and that the roles and competencies required would change as well. Second, the Human Resource Development practitioners were more aware of their role as an HPI practitioners than a practitioner focused on training as a core competency. Also, after the KORUS FTA was implemented, the roles of ‘Communicator’ and ‘Consultant’ were required. Third, to prepare for the KORUS FTA, the competencies practitioners need are: ‘fluent foreign language skill’, ‘enhanced understanding of cultural diversity’, ‘the ability to see the big picture’, ‘communication skills’, ‘global leadership’, ‘the knowledge of intellectual property rights’, ‘international negotiation skills’ and ‘the knowledge of Human Resource Management’.
Based on the findings, the following major conclusions were reached: First, Human Resource Development practitioners should be equipped with global competency. Second, practitioners should not forget they are not deliverers who simply teach, but are performance partners within organizations. Third, Chung-Ang University’s establishment of a graduate school of Global Human Resource Development has great significance, for it made a great stride in Korea’s Human Resources Development.