在當代戰略人力資源管理脈絡中，人力資源部門已轉型為驅動組織策略的關鍵夥伴。然而，實務界雖高度期待人資發揮戰略價值，卻鮮少針對最高人資主管的「養成路徑與接班梯隊」進行系統性探討。本文旨在探討兩種核心歷練模式——「職務輪調（廣度）」與「單一歷練（深度）」制度，如何形塑人資策略夥伴的能力圖譜。本研究採質性深度訪談法，針對12位具備不同歷練軌跡的資深人資主管進行個案分析。研究發現：職務輪調有助於打破本位主義、建立系統思維，是邁向策略夥伴的重要催化劑；而單一歷練則是建立專業權威的基石。在歷練的「黃金順序」上，高階人才的養成需經歷從硬性功能到軟性功能的轉換。總結而言，理想的接班體系應是這兩種模式的動態結合。本研究進一步建構了涵蓋核心、管理與經營層次的「多層次職能架構」，提出從「T型」向「π型」人才發展的動態框架，並研發對應的「行為面談評鑑指標」。本研究結果可作為人資高階接班梯隊的推動參考亦可為企業選用與培育下一任CHRO提供了具體落地的實務指南建議。;In the context of contemporary Strategic Human Resource Management (SHRM)， the human resources department has transformed into a critical partner in driving organizational strategy. However， despite high practical expectations for HR to deliver strategic value， there remains a dearth of systematic research on the developmental trajectories and succession pipelines of Chief Human Resources Officers (CHROs). This paper aims to explore how two core experiential models—"job rotation" (breadth) and "single-function specialization" (depth)—shape the competency mapping of HR strategic partners. Employing a qualitative in-depth interview approach， this study conducts a case analysis of 12 senior HR executives with diverse career trajectories. The findings indicate that job rotation mitigates silo mentality and fosters systems thinking， serving as a vital catalyst for transitioning into a strategic partner. Conversely， single-function specialization acts as the cornerstone for establishing professional authority. Regarding the optimal sequence of experiential development， the cultivation of executive talent necessitates a transition from hard (technical) functions to soft (interpersonal and strategic) functions. Ultimately， an ideal succession framework entails a dynamic integration of both models. Furthermore， this study constructs a "Multi-Level Competency Framework" encompassing core， managerial， and executive tiers. It proposes a dynamic talent development framework transitioning from "T-shaped" to "π-shaped" professionals， and develops corresponding behavioral interview assessment indicators. The results of this study serve as a strategic reference for advancing HR executive succession pipelines and provide actionable， practical guidelines for enterprises in the selection and cultivation of future CHROs.
