接班人計劃，近年來在台灣的企業逐漸受到重視，本研究希望對在外商實施的接班人計劃進行瞭解，並配合觀察研究本土標竿企業目前已實施的接班人制度，研究其步驟、與成功的要點，供現在或未來想導入接班人計劃的台灣企業界參考。本研究之目的有以下幾點： 1. 瞭解受訪企業實施接班人計劃之現況 (1)企業與人資夥伴推行此計劃的目的。 (2)整理企業實施接班人計劃的步驟。 (3)瞭解關鍵職位上的接班人是如何遴選出來。 (4)研究接班人選的後續訓練與發展狀況。 (5)其他改進事項。 2. 歸納整理接班人計劃的成功因素。 本研究採質性研究的多重個案研究法，運用實地訪談的方式蒐集資料，以半結構性的問題作為訪談基礎，並形成逐字稿，進行資料整理分析。 研究發現，在受訪企業中接班人計劃的成功因素最重要的前幾項是: 高階領導者對於接班人計劃支持、建立辨別優秀的管理人才系統、擴大人才資料庫、擴大候選人的來源、重視知識的傳承與強化組織核心能力。待改進的事項包括，接班人計劃的持續宣導與定期回饋、人資系統整合實施流程、豐富訓練發展的形式、降低主管人員的負擔。此外，接班人計劃的成功有賴於持續的執行，企業應該要避免因為各種原因而暫停實施，採取永續經營的方式才能建立完整的接班人才庫。 Succession planning has received greater attention from Taiwanese organizations in recent years. This study aims to learn about foreign multinational companies’ succession planning and about the succession planning systems currently implemented by leading Taiwanese companies. Details of these systems and the keys to their success are analyzed to provide Taiwanese enterprises considering the introduction of a succession planning system now or in the future with reference material. The study seeks to learn the following: 1. Current status of businesses in implementation of succession planning (1) The purposes of businesses and their human resources partners in implementing succession planning. (2) Current processes of businesses in implementation of succession planning. (3) The processes through which successors to key positions are selected. (4) The current training and development status of candidates as successors. (5) Other areas which need improvement. 2. Factors contributing to the success of succession planning. The study adopts a qualitative research method that involves multiple cases. On-site interviews are carried out to collect data, with semi-structured questions asked. Contents of the interviews are written down and analyzed. It is discovered that among the companies interviewed, the most important factors contributing to the success of succession planning are: support provided by company executives, establishment of a system capable of identifying management talents, enlargement of the talent database, expansion of candidate sources, knowledge transfer from predecessors to successors and the ability to reinforce the core compentencies of the organization. The areas needing improvement are: consistent promotion and periodic review of planning, integrated implementation system with the human resources system, enrichment of forms of training and development, and reduction of burden on managers. In addition, the planning’s success depends on continued implementation. Businesses should avoid suspension of planning for any reason so that they are able to pursue sustainable growth and set up a complete bank of successor talents.
