본 연구에서는 현재 비서직에 현재 필요한 역량과 미래에 필요한 역량을 규명하여 향후 비서교육이 역량 중심으로 이루어질 수 있는 토대를 제공하고자 한다.연구대상은 비서직과 관련된 전문가 집단을 비서교육전문가, 현직(전직) 비서, 비서의 상사 및 HRD 담당자 등으로 나누어, 총 3차례에 걸친 델파이 연구를 실시하였다. 본 연구를 통하여 도출된 결론은 비서직에 현재 필요한 역량은 지식 5개 항목, 개인의 심리적 특성 11개 항목, 기술 6개 항목 및 결정전략 6개 항목 등 총 28 개가 선정되었다. 지식은 사무관리 능력, 조직에 대한 이해, 업무와 관련된 지식, 타문화에 대한 이해, 회계 능력의 순으로, 개인의 심리적 특성은 기밀성, 정확성 및 신속성, 직업의식, 인성, 책임감, 충성심과 정직성, 자기개발, 전문가다운 이미지, 융통성 및 적응력, 적극성 및 주도성, 지도력 순으로, 기술은 컴퓨터 활용능력, 문서/구두 의사소통 능력, 외국어 능력, 대인관계 형성 및 유지 능력, 시간 관리, 고객 봉사의 순으로, 결정전략은 정보관리 능력, 판단력, 문제해결능력, 예견성, 의사결정 능력, 기획능력의 순으로 도출되었다. 비서직에 미래에 기대되는 역량은 지식 5개 항목, 개인의 심리적 특성 11개 항목, 기술 4개 항목, 그리고 결정전략 7개 항목 등 27개로 최종 선정되었다. 현재 역량에서 고객 봉사, 시간관리, 충성심 및 정직성 등이 미래역량에서는 제외되고, 새롭게 창의력, 논리적 사고력/분석력 등이 추가되었다.본 연구에서 비서직의 현재 및 미래 역량을 추출하여 비서교육을 역량중심 교육으로 시도할 수 있는 기반을 제공함으로써 기업에서 원하는 역량을 갖춘 비서를 양성하는 토대라는 점은 의의가 있다. 하지만 역량을 규명하는데 있어서 모든 비서가 갖추어야 할 기본 공통 역량과 비서의 특정 역할을 하는데 필요한 역량을 구분하지 못했으므로 이에 대한 후속연구가 필요하다고 본다. 또한 본 연구에서 규명된 역량을 기업현장에서 근무하는 현직 비서를 대상으로 검증, 실증 분석하는 과정이 필요하다. 또한 추출된 역량을 갖춘 비서를 양성하기 위한 후속 연구도 필요하다.

The purpose of this study is to define the current and future competencies of secretary. A three-round Delphi technique was used to collect data through a series of surveys to obtain the consensus of a group of experts in secretarial job. In the first round, and unstructured questionnaire was sent to 52 experts who were qualified to respond to define the secretary's role and competencies. Fifty-two experts consist of 17 instructors at colleges, 16 current or former secretaries, and 19 bosses and HRD managers. In the second round, the summarized results of the first round were distributed to 45 round-two respondents to rate the importance of each item for confirmation and validation of the results. In the third, the same procedure as in the second round was repeated to obtain the consensus of the experts on secretary's roles and competencies. Data were analyzed using content analysis and descriptive statistics. The results of this study are summarized as follows: First, the secretary's competencies to perform the current roles consist of 5 domain knowledge, 11 psychological traits, 6 cognitive skills, and 6 decision strategies. Second, the secretary's competencies to perform the expected roles in the future consist of 5 domain knowledge, 11 psychological traits, 4 cognitive skills, and 7 decision strategies. Based on the findings of this study, further research is required to define separately the key common competencies and job-specific competencies. Second, it is also required to identify the organizational conditions that help or hurt the exercise of the roles and competencies. Fifth, further research is required to identify the behavioral indicators needed for each competency.

The purpose of this study is to define the current and future competencies of secretary. A three-round Delphi technique was used to collect data through a series of surveys to obtain the consensus of a group of experts in secretarial job. In the first round, and unstructured questionnaire was sent to 52 experts who were qualified to respond to define the secretary's role and competencies. Fifty-two experts consist of 17 instructors at colleges, 16 current or former secretaries, and 19 bosses and HRD managers. In the second round, the summarized results of the first round were distributed to 45 round-two respondents to rate the importance of each item for confirmation and validation of the results. In the third, the same procedure as in the second round was repeated to obtain the consensus of the experts on secretary's roles and competencies. Data were analyzed using content analysis and descriptive statistics. The results of this study are summarized as follows: First, the secretary's competencies to perform the current roles consist of 5 domain knowledge, 11 psychological traits, 6 cognitive skills, and 6 decision strategies. Second, the secretary's competencies to perform the expected roles in the future consist of 5 domain knowledge, 11 psychological traits, 4 cognitive skills, and 7 decision strategies. Based on the findings of this study, further research is required to define separately the key common competencies and job-specific competencies. Second, it is also required to identify the organizational conditions that help or hurt the exercise of the roles and competencies. Fifth, further research is required to identify the behavioral indicators needed for each competency.

Secretary, Competencies of Secretary, Delphi