| 摘要: | 個案公司屬於勞力密集的傳統製造業，人力來源主要為國內勞動力，雖然也引進外籍移工，但受限在台工作年資(最高十二年)、外籍移工意願與能力，因此對各階層的接班人培訓仍以本籍員工為主。除持續本業發展外，目前積極於未來集團化、國際化事業發展。因公司已成立六十年，對未來接班或繼任人才需求殷切。依國家發展委員會(2020)之統計，台灣人口的粗出生率與粗死亡率自民國一百零九年起出現交叉，這項統計說明，未來勞動人力的供給勢必更困難，因此企業更迫切需要系統化的人才管理制度，才能因應未來發展需要。
本研究嘗試以專家、學者的經驗與見解，建立一套個案公司適用的人才管理模式，希望透過系統性的人才辨識與養成解決人才不足的問題。但由於個案公司對完整的人才管理模式運作陌生，為使參與建立人才管理模式的人員不會產生壓力而排斥，因此將人才管理模式建立的過程分為兩階段。本次研究屬第一階段，包括掌握組織發展策略、確定關鍵職務、設計核心職能與管理職能、人才盤點，到關鍵人才庫之建立，期待以本次的研究活動經驗，讓個案公司對人才管理模式的重要性與運作流程有初步概念，以便後續進一步建立第二階段的個人發展計畫與相關的運作。
本研究透過訪談經營者，了解公司未來五年發展策略，並確認組織的關鍵職務。透過訪談，明確掌握公司的兩個文化價值觀，並由此展開，選出公司發展所需的核心職能與管理職能。依個案公司經營者之選擇，以高階主管(理級主管)為關鍵職務，因此針對這個管理階層的現職者、同等級者及下一級的中階主管進行職能評鑑，然後與績效的得分比對後在人才九宮格進行定位。
透過此次研究過程，個案公司對關鍵人才的遴選已建立基本的辨識與建立流程，未來將可依此模式延伸第二階段之個人發展計劃。本研究在職能模型建立與人才評鑑工具的使用與方式仍有提升之空間，例如，職能辭典的修訂、專業職能的建立、多向度評量、引用外部潛能評量工具等等，若能使用更成熟與具有客觀性的工具必定可以使關鍵人才之辨識與發展流程更客觀、更全面。;In this case, this company is belonging to the labor-intensive traditional manufacturing industry. The source of manpower is mainly domestic labor. Although it also introduces foreign migrant workers, it is highly limited by their job tenure in Taiwan (up to 12 years) and also their willingness and ability. Therefore, the training of successors at all levels is still dominated by local employees. It does not only continue focusing on the development of the primary business but is also active in developing the group management in the future and international business. The company has been established for 60 years, it is the reason that there is a strong demand for future successors or talents. According to the statistics of the National Development Council in 2020, the death rate has exceeded the birth rate of Taiwan’s population since the 109 years of the Republic of China. This statistic shows that the future supply trend of labor will be more and more difficult. Therefore, enterprises urgently need a systematic talent management system to meet the needs of the future state.
By the experience and insights of experts and scholars, this research attempts to establish a set of talent management models which is suitable for individual companies. It hopes to solve the problem of talent shortage through systematic talent identification and development. However, this case is still unfamiliar with the operation of a complete talent management model. In order to prevent the people who are involved in the establishment of the talent management model from being pressured and repelled, the process of establishing the talent management model will be divided into two stages. This research focuses on the first stage, including mastering organizational development strategies, determining key positions, designing core functions and management functions, organization and talent review, and establishing of key talent pools. By the experience of this research, it is hoped that this company will have a initial concept of the importance of the talent management model and the operation process, so that the second stage of the personal development plan and related operations can be further established in the future.
This research studies and understands the company’s development strategy in the next five years and confirms the key position in the organization through interviews with operators. Through interviews, we have clearly grasped the two cultural values of the company and proceeded from this to select the core functions and management functions required for the company′s development.
According to the company operator in the case, executives (up to assistant management) are chosen to be the key positions. Therefore, for the current employees of this management level, the same level, and the next-level(mid-level supervisors), we perform functional evaluation and then compare with the performance score to locate the talent in the nine-square grid.
Through this research process, the company has established a basic identification and process for the selection of key talents. In the future, this model can be used to extend the second phase of the personal development plan.
In this study, there is still something for improvement in the establishment of functional models and the use and methods of talent evaluation tools such as the revision of competency dictionary, the establishment of professional competency, multidimensionality assessment, and the use of external potential assessment tools, etc. If we can use more mature and objective tools, it will definitely make the identification and development process of key talents more objective and comprehensive. |
