Utilizando las voces de los profesionales en el desarrollo de un perfil de experto en rescate empresarial
DOI:
https://doi.org/10.35564/jmbe.2024.0016Palabras clave:
rescate empresarial, perfil experto, práctica, expertos, empleadoresResumen
El estudio exploró cómo las prácticas de rescate empresarial (BR) pueden informar el desarrollo de un perfil ocupacional necesario para sentar las bases para el desarrollo de las calificaciones específicas de la ocupación de los profesionales del rescate empresarial. Hay 11 organizaciones profesionales cuyos miembros califican para servir como expertos en rescate empresarial. La ocupación correspondiente no puede tener más de un perfil de experto ocupacional. El estudio empleó enfoques cualitativos que incluyeron entrevistas semiestructuradas con 20 informantes (12 profesionales de rescate empresarial, cuatro gerentes de programas cortos de desarrollo de habilidades (SSDP) y 4 facilitadores de SSDP) y un análisis cualitativo del contenido de los documentos de 30 casos judiciales resueltos en la BR. Los 12 profesionales de rescate empresarial (BRP) fueron seleccionados al azar. Sin embargo, se accedió a otros informantes a través de un proceso de selección de muestras intencionado. Los resultados de campo muestran que la ocupación de BRP en Sudáfrica es un área de práctica regulada sin un perfil de experto en ocupación. Las prácticas de la BR no se han incorporado a un marco de cualificaciones registrado en el Marco de Cualificaciones (NQF) regido por la Autoridad de Cualificaciones de Sudáfrica (SAQA). El desarrollo del talento en cartera es limitado, y el seguimiento de los SSDP encuentra limitaciones sin un perfil de experto ocupacional y una calificación específica de la ocupación. Las prácticas de BR se pueden clasificar en 11 tareas vinculadas a las disciplinas de formación de profesionales. Los SSDP existentes proporcionan un mecanismo importante para el desarrollo profesional continuo. Sin embargo, los contenidos deben estar vinculados a las prácticas de BR y a un perfil ocupacional que abarque el papel de BRP como director gerente interino en un proceso de rescate empresarial. La singularidad de este artículo reside en su documentación de las prácticas de BR generadas a partir de múltiples fuentes de datos que deben utilizarse para desarrollar un perfil de experto ocupacional que refleje la capacidad de BRP. El establecimiento del proceso de BR requiere que los expertos operen en el ámbito de las capacidades.
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