지속적 경쟁력 개발을 위한 기업훈련

Abstract

As the importance of HRM practices increases, the HRD departments should reinvent themselves to incorporate broader performance improvement responsibilities. Performance improvement has increasingly become an explicit goal of organizations, As a result, the roles of HRD professionals or training staffs have been enlarged to include strategic interventionists and change agents in the organizations; these roles are performed in a different context and require different competencies. In Korean companies which had faced Economic crisis, there had been significant cut-off in the investment in people in 1998 but that the investment in Training and Development, both absolute amount and percentages, is gradually increasing in 1999 among companies of a large Business Group, This trend seems to be generalized among large companies, but most of small and medium sized companies are still in short of resources to be spent for HRD investment. Implementation of vocational training and participation in education and training programs varied according to the size of the companies, Small and medium sized companies (lower than 150 employees) had been problematic because they conducted in-house training for 0.1% of the their employees. However, in large companies(more than 150 employees). 16.3% of their employees participated in in-house training. This gap is also noted in the participation in the external training programs.