隨著生成式 AI與 AI 代理等技術的加速滲透， IT 人才的價值定位正面臨顯著的範式轉移，由傳統勞力導向的技術產出者，演進為策略導向的人機流程架構師。本研究旨在探討此技術浪潮對 IT 職能需求的結構性影響，並據此建構一套 AI-Ready IT Competency（AIRC）職能架構。本研究採混合研究法。第一階段透過台灣公開就業平台之 IT 職缺進行文本探勘與內容分析，以掌握市場端之能力需求變化；第二階段則以 IT 從業人員問卷進行量化檢驗，藉此驗證 AIRC 架構之信效度，並分析不同 IT 角色之職能差異。
實證分析證實，企業 IT 主管的角色正轉型為AI 勞動力協調者。管理重點已超越傳統的資訊系統與人力資源配置，必須全面聚焦於數位員工的權責分派、人機協作流程設計，以及 AI 應用的風險治理。基於此，人力資源部門需重新檢視職務說明書與人才評估標準，將知識治理、代理編排與 AI 導入治理等 AIRC 核心構面納入現行管理機制，並依據不同 IT 角色的職責輪廓規劃差異化培訓方案，協助企業奠定 AI 時代的永續競爭優勢。本研究依據研究結論，提出管理涵與未來研究之建議。;The accelerated diffusion of generative artificial intelligence and AI agents is driving a paradigm shift in the value proposition of IT professionals， transitioning them from labor-intensive "technical producers" to strategically focused "human-AI process architects." This study devises the AI-Ready IT Competency (AIRC) framework to address the structural impact of this technological disruption on IT competency requirements. The mixed-methods approach is employed for text mining and content analysis on IT job postings across Taiwan′s major public employment platforms to identify qualitative shifts in market-driven skill demands. Subsequently， a quantitative survey administered to active IT practitioners validates the reliability and construct validity of the proposed AIRC framework while examining competency variances across distinct IT roles.
Empirical findings confirm a pivotal transition in enterprise IT leadership toward the role of "AI workforce orchestrators." Managerial imperatives have transcended conventional system administration and human resource allocation， now demanding a comprehensive focus on digital labor accountability， human-AI workflow design， and application risk governance. As a result， human resource departments must recalibrate job descriptions and talent evaluation criteria. Drawn on the findings， managerial implications and recommendations for future research are thus discussed.
