| dc.description.abstract | In 2006, the sales of the Taiwanese IC design industry, next to US, has been weighted over 20% of the sales in the global IC design industry, and Taiwan has become the world’s second largest IC design center. High density of R&D talents is the most valuable core resource of IC design house. The purpose of building R&D professional’s competencies is to provide a foundation of systematic human resource management for the case company, helping the case company effectively achieve the goal of talent management and enhancement of the firm’s performance.
The subjects of this study are R&D professionals in an IC design house. Literature collection, behavioral event interview, questionnaire survey and focus group method were applied to build the model of R&D professionals’ competencies. Fist, R&D professionals were divided into two groups – one is with superior performance, and the other one is with average-level performance – to find the cause of performance gaps. Competency items were extracted based on the contents of behavioral event interview and competency dictionary. Next, via the interviews within the focus groups, the competency items and their definitions were confirmed, and key behavioral events were further developed. At last, questionnaire survey was conducted to ensure if the final competency items for R&D professionals are those that individuals need to achieve high performance. According to the analysis results, the competencies that R&D professionals of the case company need include analytical thinking, conceptual thinking, concern of quality, and agility and flexibility.
Base on the result of competencies evaluation for the entry level of R&D people, R&D people can not always show their competencies in their R&D work. However, three competencies (analytical thinking, conceptual thinking and concern of quality) are middle positively related to individual-level performance. Also high performance employees get higher performance in those competencies than low performance employees, especially the big gap in analytical thinking. | en_US |