단계적 SW 역량 모델과 활용에 관한 연구: IT 기업 사례를 중심으로

Existing SW competency models and development platforms are fragmented, and researched and implemented mainly by suppliers such as elementary, middle and high schools and universities. This results in competency mismatches including weak connection with companies, which generate the biggest demand for SW workforce. From the perspective of companies which are desperate about proactive response to rapid technological changes in the era of the fourth industrial revolution, existing models and platforms failed to present appropriate alternatives for fostering SW talent and genuine competency. Backed by the cases of domestic IT companies (home appliances / information and communication / semiconductor fields), this paper presented the directions of cultivating SW workforce envisioned by companies. The proposed directions have been integrated into a corporate SW competency model to ensure the organic relationship in the process of talent development taken place in universities and companies. By applying the leadership pipeline, which was mainly used for succession planning, to a technology field of SW, this study also derived a differentiated SW competency model that blurs the boundary between technology and business management. In particular, it was possible to secure the practicality of the step-wise SW competency model by mapping out the necessary competencies based on the roles of SW workforce by growth stage and the ideal characteristics of talent required by the private sector. In addition, it was possible to verify its effectiveness by creating and applying a SW programming test based on the derived SW competency model.