高科技產業是指技術密集度很高的產業。或指「技術不斷在快速進步中的產業」。一個企業的成長週期受企業領導人的影響甚巨。接班人計畫是從企業內部選才，透過有計畫的培養接班人才，進而達到企業永續經營的結果。國外接班人計畫已行之有年，而國內企業進行接班人計畫還在起步階段。本研究主要針對員工培訓之接班人計劃（Succession Plan）而非一般所指高階領導人的替換計劃（Replacement Plan）進行研究。同時，本文針對某科技研發單位的人力需求特殊性及其接班人計畫之執行進行研究，參考國內外各企業所推行的接班人計畫並針對國內某研發單位之人員培訓計畫進行討論與建議，以作為其執行的參考。依據本研究結果，建議個案公司增加接班人計畫執行經費，並重視管理相關學位作為晉升管理階層的重要依據，接班人計畫應確實執行並應考量員工職涯規劃，提高員工的工作效率以應付公司轉型所帶來的衝擊。 High-tech industries is a technology intensity industries and has the characteristics of rapidly change technology and need many skilled employee to complete the advanced research works. High-tech industries is often viewed as high risk, but offering the opportunity for high profits. A business growth or failed mostly affected by business leaders. Succession planning is selected and trained successor within the enterprise so that businesses can continue to progress, and able to continue operating. Succession planning has been executed for years in foreign countries, and the domestic enterprise for the succession plan is still in its infancy stages. At the same time, succession planning of the present study is referring for staff training (Succession Plan) rather than the high-level manager selection (Replacement Plan) of an enterprise. The subjects of this study is to investigate the human source policy of a selected high-tech organization and to make a suggestion to the case company we study. The study has compared the case company to the other company about the execution way of succession plan, thus make a suggestion to the case company. According to the results of this study, it is suggested that the case company shall increase the budget of employee training and pay much more attention to the lesson of the management of the successor. On the other hand, the succession plan of the case company must truly execution the career planning of the company employees to raise the efficiency.
