Competition between cosmopolitan cities is gradually intensifying. Securing competitiveness of urban government is required for efficient urban development. Enhancing organization competency and cultivating creative human resources are needed as countermeasure for complicated and rapid changing government circumstance.
Competency-based human resource management(CBHRM) is an idea that was developed in the private sector and transposed to the public and governmental sector. The individual competencies define as bundles of attributes which included knowledge, skills, attitudes and behavioral traits to perform a job successfully or exemplarily.
Seoul Metropolitan Government has implemented competency-based human resource policy on attention about the desirable talent and the competency. However, new competency framework is required at this situation like rapidly changing administration circumstance. It is important to develop and build competency model suited to Seoul Metropolitan Government because compositions of competency framework are various according to an organization"s circumstance and mission.
The purpose of this study is redesigning an desirable image of public officials and the competency framework in Seoul Metropolitan Government. We tried to enhance the validity of this study through examining study trends with reviewing former studies related with the desirable talent and the competency framework. This study include reviewing the present desirable talent and competency framework of Seoul Metropolitan Governmen, internal and external case studies and surveying public officials and citizens.
As a result of this study, we proposed two kinds of competency frameworks like following.
The first method is for strengthening external competency and organizes required competency by the position based on the result of the survey of understanding about the competency after dividing competency of public official in Seoul Metropolitan Government into internal and external competency.
This reflects understanding of citizens who affect Seoul Metropolitan Government from the outside and complements former competency frameworks that were composed by only the view of inside the organization.
The second method is for strengthening common competency of traditional internal competencies and composes the competency framework that is able to apply to entire Seoul Metropolitan Government under the purpose of separating the competency frameworks that can apply to entire or specific area.
We also proposed action indicators about competencies included into the competency frameworks at the first and second methods. We need other processes to analyze for developing action indicators but proposed it as instance based on the representative competency dictionaries at this study because of the limitation of cost and time.