코로나19로 변화된 HRD 담당자 역할 및 역량에 관한 연구
A Study on the Roles and Competencies of HRD Professionals Changed by COVID-19
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코로나19 팬데믹은 조직 환경뿐 아니라 HRD 환경에도 많은 변화를 초래하였다. 이 연구는 코로나19 상황에서 HRD 담당자에게 요구되는 역할과 역량이 무엇인지 분석하는데 목적이 있다. 이를 위하여 HRD 전문가 패널 18명(이론전문가 8명 및 현장전문가 10명)을 대상으로 델파이 기법을 활용, 총 3차에 걸쳐 조사를 실시하였다. 연구결과, 코로나19 이후 HRD 담당자에게 요구되는 16개의 역할과 51개의 역량이 도출되었다. HRD 담당자에게 필요한 역할은 학습경험설계자, 학습큐레이터, 소셜러닝촉진자, 경력개발지원자, 테크놀로지활용지원가, 미디어기반지식전달자, 실시간 온라인수업 퍼실리테이터, 온라인 학습설계자, 학습자원관리자, 핵심인재개발자, 퍼포먼스 컨설턴트, 조직변화촉진자, HRD 전략가, 비즈니스파트너, 조직소통혁신가 및 데이터분석가로 나타났다. 코로나19로 인해 HRD 담당자의 역할은 전통적으로 강조되던 교수설계자, 관리자, 내용전문가 등의 역할이 축소되고, 개인주도 학습조력자, 테크놀로지 활용 전문가, 데이터 분석가 등의 역할이 새롭게 대두되었다. 코로나19 이후 HRD 담당자의 역할은 구성원 개인 주도의 경험과 성장, 콘텐츠와 학습자, 테크놀로지간의 교류, 조직의 성과 지원이 부상하였다는 점에서 선행연구와 뚜렷한 차이를 보였다. HRD의 역할 변화와 함께 HRD 담당자의 역량에 있어서도 상당한 변화가 확인되었다. 이 연구의 결과는 코로나19로 변화된 조직환경에서 어려움을 겪고 있는 HRD 담당자에게 무엇을 실천하고 준비해야 하는지에 대한 지침을 제공하고, 연구자에게는 코로나19 이후 HRD 분야의 변화를 실증적으로 연구할 수 있는 이론적 기틀을 제시할 수 있을 것이다.
Abstract
This study aims to analyze the roles and competencies required of HRD professionals in the COVID-19 situation. For the research, a total of three surveys were conducted using the Delphi technique in which 18 HRD expert panelists (8 theoretical experts and 10 field experts) participated. As a result, 16 roles and 51 competencies of HRD professionals that emerged after COVID-19 were derived. To summarize the 16 roles: learning experience designer, learning curator, social learning facilitator, career development supporter, technology application supporter, media-based knowledge communicator, real-time online class facilitator, online learning designer, learning resource manager, core talent developer, performance consultant, organizational change facilitator, HRD strategist, business partner, organizational communication innovator, and data analyst. COVID-19 reduced the roles traditionally emphasized to HRD professionals, such as instructional designer, administrator, and content expert, while new roles such as individual-driven learning facilitators, technology utilization experts, and data analysts emerged. The role of the HRD professionals after COVID-19 was clearly different from previous studies in terms of individual-driven learning experience and growth, the connection between contents-learner-technology, and the emphasis on responsibility for supporting organizational performance. Along with the change in the role of HRD, a significant change was confirmed in the competency of HRD personnel. The results of this study provide guidelines on what to practice and prepare for HRD practitioners who are struggling in the organizational environment changed by COVID-19, and provide researchers a theoretical framework with an opportunity to empirically study changes in the HRD field after COVID-19.
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