Innovating Core Competencies in Higher Education: A Case Study of South Korean Universities

Objectives Factors such as a decrease in the school-age population, the 4th Industrial Revolution, and the emphasis on social responsibility of universities have forced universities to establish their own core competencies to overcome the crisis. Therefore, this study aims to investigate the core competencies of major domestic universities and derive implications for the innovation of core competencies. Methods For this study, universities were selected from all regions of the country, including two from the metropolitan area, one from the Chungcheong area, two from the Gyeongsang area, and one from the Jeolla area. These universities were chosen based on their experience in core competency management. The study then conducted research by collecting academic papers, articles, surveys from each university's website, and conducting expert interviews. Results According to the survey results, major universities prioritize basic competencies required to demonstrate expertise, rather than job-specific skills, when it comes to talent development. Moreover, these universities focus on 2-6 core competencies related to talent. Finally, the measurement of these core competencies is done through a self-report questionnaire consisting of approximately 50 to 100 questions. Conclusions The findings of this study have important implications for other universities that aim to improve the competence of their students by establishing core competencies. Firstly, universities can look to other institutions for examples of effective core competency management and innovation, but should avoid excessive imitation. Secondly, in order to ensure the reliability and validity of the analysis of the university's core competency indicators, a balance between school and student perspectives is necessary. Thirdly, the results of core competency measurement should be used to develop student careers and strengthen their employment capabilities. Finally, strong leadership and management from the university's top management is required to bring about any necessary changes.