핵심인재 육성 프로그램 현황 및 시사점: 국내외 사례를 중심으로 = Premises & Suggestions for a Talent Development Program: Centering on Cases at Domestic and Overseas Companies

다국어 초록 (Multilingual Abstract)

These days there is a ``war for talent`` because of the emphasis on the importance of talent at both national and corporate levels; however, except for some major companies, in general Korean companies need to introduce improvements because of a lack of systematic development programs. This study develops premises and suggestions by examining excellent development programs for talent such as GE`s ``Session C`` and ``Leadership Pipeline``, Samsung`s ``(Overseas) Regional Professional Program`` and ``Samsung MBA Program``, LG Electronics` ``HPI`` and ``HRSP``, SK`s ``EMD Program``, etc. The premises are as follows: 1) It is more desirable to develop in a company (make) rather than to bring in from outside (buy), 2) it is more effective if this is connected with a career development plan (CDP) at the corporate and individual level and succession planning for the company, and 3) the value and strategy of the company have to be mastered naturally and the program has to be designed and operated effectively. The suggestions are as follows: 1) The competency model and selection criteria for talent have to clear and well-defined, 2) unfavorable side effects such as a fall in morale and a sense of alienation for those who are not classified as a talent have to be minimized, 3) the proportion of firm-specific and tailor-made programs have to be increased, and 4) the quality level of a company`s own training program has to be improved.