임원 포지션 등급체계 구축방안에 대한 연구: 국내 A그룹의 사례를 중심으로

Abstract

As a result of globalization and in-organic growth of companies, nowadays, Korean companies are confronting very knotty and complex problems on organization and position management-i.e., person-position matching, selecting right persons, rewarding values and contribution of each positions, etc. These problems originally stem from the misfits between Korean legacy HR systems-i.e., seniority-based pay system - and organizational requirements-i.e., competency or experience-based requirements of each positions. In spite of its’ flexibility and simplicity, seniority-based HR shows some limitation when it encounter some situations that require specific information of job and job holders. Thus, one of the most feasible way to resolve these problems might be evolving to job-based HR system from person-based HR system. Since, position grade-relative value system of each positions in organization-plays major role in job-based HR system, Korean companies are trying to set up position grade system as an fundamental structure of western-style human resource management system in a hurry. Company A, one of the biggest Korean conglomerate companies, experienced same problems caused by misfits between seniority-based and job-based human resource management system and decided to set up global standard position grade system. Company A adopted IPE methodology of Mercer-one of the biggest human resource consulting firm-and developed standard position grade system at the level of executive positions. In this study, we explored the background, process and method of position evaluation. Then we suggested key success factors to install position grade system into Korean companies.