최근 고용 없는 성장, 고학력 청년실업의 증가와 중소기업의 구인난의 불일치 문제는 정부는 물론 사회적인 주요 이슈로 등장하였다. 이 연구의 목적은 이러한 불일치를 해결방안으로 청년을 위한 일자리를 창출하고 능력개발에 투자하는 기업의 평가모형(firm assessment model)의 개발을 위해 우수기업의 사례분석, 대졸 구직자에 대한 설문조사, 기업패널자료를 분석하였다. 여기서 기업평가모형 개발의 목적은 청년이 원하는 일자리를 제공하고 능력을 개발하는 지속가능한 모델을 구성하는 요소를 찾고 그 틀을 제시 하는 것이다. 이러한 관점에서 우수기업은 먼저 청년이 원하는 일자리의 제공과 함께 이러한 청년에게 투자하여서 결과적으로 지속적인 성장을 실현하는 선순환이 가능해야 한다. 이 연구는 사회경제학적인 거시적인 관점이 아닌 미시적으로 기업의 일자리창출 역량을 대상으로 하고 있다. 먼저 기업의 일자리역량은 선행연구를 통해 일자리관련 주요 요인을 추출하고 이를 가지고 우수한 사례연구를 통해 청색기업 모델을 구성하고, 패널 자료(한국직업능력개발원 기업패널 HCCP)를 활용하여 관련요인을 추출하였다. 기업의 일자리역량의 개념은 세 가지 요소로 구성된다. 먼저 양적인 개념으로 새로운 일자리의 창출, 두 번째는 일자리유지역량으로 일자리의 안정성, 세 번째는 일자리의 질 즉 사람에게 투자하여 좋은 일자리 (Descent Job)를 제공되어야 한다. 우수한 기업 일자리역량은 위의 세 가지 요소가 높은 수준의 균형이 잡힌 상태라고 할 수 있겠다. 두 번째로 우수기업은 청년이 원하는 일자리를 제공할 수 있어야 한다. 아무리 많은 일자리를 제공할 수 있어도, 청년들이 취업을 원하지 않는다면 우수기업이라 할 수 없겠다. 청년이 원하는 일자리를 제공하는 기업을 파악하기 위해 취업 준비생들이 원하는 기업의 특성을 조사하여 각 요인의 상대적 중요도를 도출하였다. 또한 청년들이 구직에 있어 실태와 문제점을 분석하였다. 취업을 준비하는 대학생 1000명을 대상으로 설문을 실시하였다. 선행연구 검토와 사례연구를 통해 구성된 일자리역량 연구모형은 투입요소로 인적자원, 지배구조, 기업문화와 기술, 과정 요소는 기업의 전략, 조직구조, 경영자, 숙련과 능력개발, 인사제도로 구성되었다. 실증결과는 임금수준, 혁신문화, 기술개발과 도입, 노사간계, 능력개발 및 리더십 등 기업의 일자리의 양에 관련이 있었다. 특이한 사항은 중소기업의 기준으로 사용하는 300인을 적용하여 기업의 규모를 구분에 따라 두 집단간 상당한 차이가 있음을 확인하였다. 이는 실제적인 일자리증가의 가능성이 큰 중소기업에서 일자리를 늘리기 위해서는 차별화된 중소기업의 맞춤식 일자리정책의 필요성이 있음을 보여주고 있다. 청년이 원하는 기업의 평가지표는 먼저 구직에 관련된 요인을 선행연구에서 추출하여 이를 설문조사로 청년구직자가 원하는 조건에 상대적 중요도 응답결과를 상대적 중요도를 분석하여 수선순위를 결정하는 방식인 AHP(Analytic Hierarchy Process)를 사용하여 분석하였다. 표집은 자연과 인문, 대학과 전문대학, 6대 경제권역으로 구분하여 1000명을 대상으로 실시하여 635명을 분석하였다. 결과는 형태 및 규모, 안정 및 성장성, 근무여건 및 보수 및 복지로 나타나 현재의 보상 보다는 안정성과 미래의 보상을 중시하는 것으로 나타났다. 앞으로 이러한 우수기업의 평가지표가 사회적 영향력을 가지기 위해서는 기업평가 지표 혹은 지수를 개발하고 이를 기업의 경제사회적 기여 및 우수기업의 선정에 활용할 필요가 있겠다. 현재 기업 지속가능성 보고서의 가이드라인으로 사용되는 GRI, BSR와 같이 시장에 신호를 발신함으로서 기업이 일자리를 경영의 중요한 요인으로 고려하는 분위기를 조성하고 나아가 사회적 책임투자(SRI)가 확산될 수 있는 인프라를 구축하는데 중요한 의미를 가진다. 우수기업의 지표는 일반인에게 충분히 이해가 가능한 형태로 제시가 되어야 하며, 특히 다양한 형태로 가공되어 활용이 될 수 있어야 한다. 특히 정확한 정보를 제공함으로서 미스매치의 근본적 원인인 일자리시장에 대한 잘못된 인식을 수정할 수 있도록 제시될 필요가 있겠다.

The purpose of this research is to explore a firm assessing model of decent job creation and HRD investment for young college graduates through reviewing comprehensively firm employment capability, and identifying the main factors of employment capability building through cases reviewing of best practices and surveying college graduate job seekers. Several policy suggestions have developed. Jobless economic development and increasing unemployment of young college graduates has become a main social issue decomposing middle class and aggravating social polarization. It is necessary to Figure out a new job strategy to create more decent jobs and develop government policies to support more job creating firms. However, only a little information is available to understand the nature of job creation and surrounding factors. Many researches, focused on macro socio-economic analysis of employment based on labor economist disciplines, concluded that the firm job creation capability is supposed to be the main topic of future employment or job strategy researches because corporate organization is the main body of job creation. However, most job strategy researches have overlooked firm employment capability as the main subject of their studies. With these regards, this research was designed to analyze firm capability which creates jobs. At the same time, its research is focused on the needs of college graduates when they find jobs. The literature of the research is focused on a high skills society, high performance work system, people centered management, great working place and corporate social responsibility. The assumption is that job creation is not the goal of corporate organizations, but output of strategic decisions making human resources in order to increase performance. Job creation is located at the intersection of corporate management and government policy which government is supposed to facilitate job creation in many different levels and job creation is the essential part of corporate social responsibility. The firm employment capability is composed of three components. Firstly, job creation capability which could create new jobs, secondly, job stability which continues employment, thirdly, job quality which relates to decent jobs, such as, fair rewards, welfare and humane workplace conditions. The main methodology of the research is rooted in ground-theory development because it was hard to find research focusing on firm employment capability. The firm assessing model, which was identified by the case reviews, was tested with 2007 HCCP DB, and case studies with 25 firms. Survey data of 1,000 college graduates were used to understand their firm assessing factors when they assess firms` employment conditions. Results of the survey data analysis indicate that most college graduates say "stability of job is the most critical value of their job searching", and they want to work for conglomerates (39.6%), government (31.4%), middle sized forms (12.8%), SMEs (9.8%), but SMEs create 88% of new jobs. This causes a big mismatch of the labor market. 61.2% of college graduates might want to work for SMEs when SMEs provide acceptable wages compared to large one`s and SME are a feasible vision. College graduates do not have enough information of SMEs` employment. The reasons of why college graduates are unemployed are a mismatching skills and qualifications (35.3%), mismatching of job requirement and their college major (16.4%), reward or wage mismatch (15.3%) job experience mismatch (12.2%), job information mismatch (10.4%), mismatch of workplace environment and work hours (8.0%) mismatching of location of jobs and their living (1.3%) and a shortage of jobs (1.1%). It is necessary to resolve the mismatch of the labor market by means of reducing the wage gap and employment information shortage. As the job creation capability is reviewed, the framework of case study is composed of human resources (acquisition and development of high potentials, wage level), corporate governance (separation of ownership and management, induction of international investment), organization culture (innovative culture, industrial relations), technology (importing technology, technology change, technology development), strategy (environmental change, org. structure change, customer satisfaction, supply change management), organizational structure (team matrix structure), leaders (entrepreneurship, leadership, org. management), skills and HRD (labor productivity, skills, training), HR structure and policy (encouraging long term employment and reward system), measure of job creation, measure of job protection and measure of employment quality. 25 cases of the best firm practices were developed by the researchers in order to identify any common factors related to the three employment components. The result of the case analysis are that firstly, employment capability is result of interaction between firm factors and government policies. Secondly, there are some similar patterns identified among the cases, but each case has unique features when we look through microscopic lenses. Thirdly, firm competitive strategy seems to have not directly affected the firm employment, however, it defines the nature of employment. Lastly, cooperative culture and entrepreneurial management are the most critical factors to the employment capability. more than 300 employees less than 300 employees Job creation Wage level (-) Innovation culture (-) Industrial relations Org. structure Training Reward structure (-) Importing technology (-) - Thirteen factors including firm culture, skill training and control structure, were proved by the test. With the results of this research, an index of a firm assessing model with ten elements has been constructed. The following table summarizes the regression analysis of HCCP data. Two models are formulated by the size of employees. In the model of job creation, seven variables are significant in left column, but none are significant in right column. This indicates that SMEs and the other large sized firms are different in job creation. Only quality of employment model, innovation culture, leadership, skills and reward system are significant in SMEs. There are more common variables in quality of employment than job creation and job stability Wage: As wages increase, new jobs might decrease. It might be something to consider to restrain excessive wage increases when job increases are necessary. Innovation culture: Toyota style innovation initiatives focusing on cost reduction would deter job creation capacity. Industrial relations: As industrial relation is cooperative, more employment would occur or normal industrial relation is a hygiene factor of job creation capacity. Importing Technology : when large firms import technology instead of developing it, job creation might decrease. Org. structure : introduction of a team matrix system or an innovative org. structure would have a positive effect on job creation. Training: more training would increase more job creation until a certain level. Appropriate training would encourage a high performance work system. Reward structure: introduction of an annual salary structure might decrease job creation capacity. Outsourcing to subcontractors: more outsourcing to subcontractors decrease job creation. more than 300 employees less than 300 employees Job stability Wage level Separation of ownership and management industrial relations (-) Encouraging long term employment - Quality of employment Innovation culture Customer satisfaction Leadership Org. management Encouraging long term employment Reward system Innovation culture Leadership Skills Reward system(-) The firm assessing measure would be used to build an incentive system for firms which create more social value. The employment insurance rate, other social incentives, and interest rates of loan would be moderated by the firm assessing their job creation performance.