組織的競爭優勢來自於採行對的策略、擁有良好的經營績效與適當的資源運用等三項因素相互配合，而人力素質的優劣則扮演了貫穿其中主軸之角色。本研究主要目的旨在探討個案公司兩岸研發中心對於職能模型的建立過程、專業職能的差異及探討個案公司職能發展在人才招募甄選與訓練發展等應用實務面之作法，本研究結果如下。 一、專業職能項目之建立：由於兩岸的研發分工不同，台灣的研發著重在整個產品或產品線的規劃及過程的掌控；而大陸地區的研發由於鄰近製造工廠則傾向於後續或衍生機種的開發維護與工廠端的工程支援等工作。分工的不同與工作習慣使得兩岸研發人員所須具備的專業職能有所差異。 二、招募甄選應用：透過以職能為基礎之招募與甄選制度的建構，企業將能夠更有效且更具系統地將招募風險降至最低。個案公司從人力需求表的修正至面試題庫的設計，使得整個甄選過程嚴謹而有效率。 三、訓練發展應用：個案公司以部門階層之”職務別”規劃出知識技能、訓練規劃與發展建議的職能學習地圖。使同仁可以隨時查閱自己應具備的專業職能及學習發展路徑、公司提供的訓練資源，及自己的訓練記錄等，並將發展為衡量員工績效發展、管理，及晉升之參考依據。 ;Organizational competitive advantage comes from combinations of three factors which are to take positive strategies, to have good performance management, and to use resources properly. And, a superior or inferior human quality plays a main role in combining these factors. The main purpose of this study is to deal with the differences between the processes of competency models and occupational competence of M company’s R&D centers at two sides of the Strait, and also to handle the practical application of recruiting and selecting people, and training developments while the company was engaged in the competence development. The conclusion of this study is described as the following: 1.to build a set of primary tasks of occupational competence: As there is co-ordination between R&D sectors of two sides of the Strait, both R&D sectors take different production tasks. R&D Engineers within Taiwanese companies focuses on planning all products and finally integrating and releasing the products. There is an obvious trend of Chinese firms, because of being nearby manufacturing factories, to do some other different works such as the development and maintenance of the follow-up and the supports of engineering. Therefore, the differences of manufacturing production and performance characteristic between two sides of the Strait make R&D engineers develop different occupational competencies. 2.The application of Recruiting and Selecting people: It is the fact that there is a risk of recruiting and selecting people. However, enterprises could more effectively and systematically minimize the risk of recruiting people by setting up the recruiting and selecting system which is based on competences. M company made the recruiting procedure more rigorous and efficient by revising the forms of manpower demands and by designing its question bank. 3.the application of Training Development: According to the classification of sector positions, M company helped its employees promote the ability of their profession by building a competency learning map whose topics include the know-how of skills, the training schemes, and the developing suggestions. It also offered an intranet platform through which an electronic learning map of occupational competences was provided to enable employees to at any time access their required occupational competences, the training resources provided by the company, and their training records.
