소집단 퍼실리테이터의 주요역할과 필요역량에 대한 중요성 인식 및 수행 수준 차이 분석에 관한 연구 - CPF(Certified Professional Facilitator)와 HRD전문가를 중심으로 -

Abstract

본 연구의 목적은 소집단 퍼실리테이터로서의 주요역할과 필요역량에 대한 중요성과 현재 수행 수준 인식의 차이를 분석함으로써, 현존하는 국내 전문퍼실리테이터들과 기업의 HRD전문가들에게 퍼실리테이터로서의 성공적인 역할 수행을 위한 시사점을 제공하는데 있다. 본 연구를 통하여 얻어진 결과는 다음과 같이 요약할 수 있다. 첫째, 소집단 퍼실리테이터의 주요역할에 대한 중요성 인식 분석 결과 인증전문퍼실리테이터 집단은 프로세스 관리자, HRD전문가 집단은 의사소통자를 가장 높은 중요도로 인식하고 있었다. 또한 소집단 퍼실리테이터의 주요역할에 대한 수행 수준 분석 결과 인증전문퍼실리테이터 집단은 회의 촉진자, HRD전문가 집단의 경우에는 의사소통자에 대한 인식 수준이 가장 높은 것으로 분석되었다. 둘째, 소집단 퍼실리테이터의 필요역량에 대한 중요성 인식에서는 각 주요역할에 따라 회의진행스킬, 참여촉진스킬, 전략적 사고에 대한 중요성 인식은 두 집단 모두 동일하게 가장 높은 것으로 나타났으나 의사소통자 역할과 관련하여 인증전문퍼실리테이터 집단은 질문스킬을, HRD전문가 집단은 적극적 경청을 가장 중요한 역량으로 응답하였으며 프로세스 관리자 역할과 관련하여 인증전문퍼실리테이터 집단은 프로세스 계획 수립을, HRD전문가 집단은 관계형성능력을 가장 중요하게 인식하고 있었다. 셋째, 소집단 퍼실리테이터의 필요역량에 대한 수행 수준에서는 각 주요역할에 따라 요약(정리)스킬, 적극적 경청, 전략적 사고에 대한 수행 수준은 두 집단 모두 동일하게 가장 높은 것으로 나타났으나 성과 창출 지원자 역할과 관련하여 인증전문퍼실리테이터 집단은 문제해결능력을, HRD전문가 집단은 다양성에 대한 이해를 수행 수준이 가장 높은 역량으로 응답하였으며 프로세스 관리자 역할의 경우 인증전문퍼실리테이터 집단은 프로세스 계획 수립을, HRD전문가 집단은 관계형성능력을 수행 수준이 가장 높은 역량으로 응답하였다. 넷째, 두 집단 간 소집단 퍼실리테이터의 주요역할과 필요역량에 대한 중요성 인식 및 수행 수준에 대한 차이가 나타나는 이유는 현재 국내 조직에서 퍼실리테이터에 대한 명확한 역할과 역량 규명이 되어 있지 않으며, HRD전문가들 역시 기업교육 현장에서 전문퍼실리테이터로서의 역할을 수행하기 위한 역량에 대한 명확한 인식이 부족하기 때문으로 나타났다. 이러한 집단 간 인식의 차이를 통해 국내 조직 HRD전문가들은 인증전문퍼실리테이터들의 필요역량을 중심으로 향후 퍼실리테이터로서 역할을 수행할 필요가 있음을 도출할 수 있다.|The purpose of this study is to provide Korean living Certified Professional Facilitator(CPF) and HRD specialists of companies with implications for their successful role performance as a facilitator by analyzing differences in their recognition about importance and performance levels of a major role and required competencies as a small group facilitator. The result of this study can be summarized as follows. First, the analysis of recognition about importance of facilitator's major role showed that CPF group put the greatest importance on process manager, while HRD specialist group did so on communicator. Also, the analysis of recognition of performance levels about small group facilitator's major role revealed that in case of CPF group, they thought of meeting facilitator as major role in which they showed the highest performance levels. On the other hand, HRD specialist group chose communicator as the major role in which their highest performance levels were shown. Second, in recognition about importance of required competencies for small group facilitator, it was shown that both of two groups considered, by each major role, promoting meeting skill, promoting participation skill and strategic thinking as the most important required competence. When it comes to communicator role, CPF group chose question skill, and HRD specialist chose active listening respectively as the most important competence. About process manager role, CPF group recognized planning process, HRD specialist group relationship-making ability as the most important competence. Third, after the analysis of recognition about performance levels regarding required competencies of small group facilitator, it was revealed that both groups thought that they showed their highest performance levels in summarizing skill, active listening and strategic thinking by each major role. About the role of performance-creating supporter, CPF group responded problem-solving skill and HRD specialist group responded understanding of diversity to competence in which, they thought, they showed the highest performance levels. In the role of process manager, CPF group and HRD specialist group answered respectively planning process and relationship-making ability for competence in which they showed their highest performance levels. Fourth, it was revealed that because organizations in Korea haven't defined roles and competencies of facilitator clearly and also HRD specialists lack for clear recognition about competencies needed to perform a role as pro-facilitator in corporate training, both groups show differences in recognition about importance and performance levels regarding major role and required competencies of small group facilitator. It is concluded that through the differences of recognition between two groups, HRD specialists henceforward need to work as a facilitator, focusing on required competencies of CPF.; The purpose of this study is to provide Korean living Certified Professional Facilitator(CPF) and HRD specialists of companies with implications for their successful role performance as a facilitator by analyzing differences in their recognition about importance and performance levels of a major role and required competencies as a small group facilitator. The result of this study can be summarized as follows. First, the analysis of recognition about importance of facilitator's major role showed that CPF group put the greatest importance on process manager, while HRD specialist group did so on communicator. Also, the analysis of recognition of performance levels about small group facilitator's major role revealed that in case of CPF group, they thought of meeting facilitator as major role in which they showed the highest performance levels. On the other hand, HRD specialist group chose communicator as the major role in which their highest performance levels were shown. Second, in recognition about importance of required competencies for small group facilitator, it was shown that both of two groups considered, by each major role, promoting meeting skill, promoting participation skill and strategic thinking as the most important required competence. When it comes to communicator role, CPF group chose question skill, and HRD specialist chose active listening respectively as the most important competence. About process manager role, CPF group recognized planning process, HRD specialist group relationship-making ability as the most important competence. Third, after the analysis of recognition about performance levels regarding required competencies of small group facilitator, it was revealed that both groups thought that they showed their highest performance levels in summarizing skill, active listening and strategic thinking by each major role. About the role of performance-creating supporter, CPF group responded problem-solving skill and HRD specialist group responded understanding of diversity to competence in which, they thought, they showed the highest performance levels. In the role of process manager, CPF group and HRD specialist group answered respectively planning process and relationship-making ability for competence in which they showed their highest performance levels. Fourth, it was revealed that because organizations in Korea haven't defined roles and competencies of facilitator clearly and also HRD specialists lack for clear recognition about competencies needed to perform a role as pro-facilitator in corporate training, both groups show differences in recognition about importance and performance levels regarding major role and required competencies of small group facilitator. It is concluded that through the differences of recognition between two groups, HRD specialists henceforward need to work as a facilitator, focusing on required competencies of CPF.