| dc.description.abstract | Recently, enterprises change continuously due to market’s intense competition. In order for Taiwan’s government to react international development needs and meet the needs of labor flexibility, the Executive Yuan issued「Manpower dispatch」is incorporated in one of the key projects in the service industry in March 31, 2004. With the enterprise’s extensive use of manpower dispatch, dispatching agencies also need to have strong abilities to react client’s needs. As a matter of fact, one of the great sources of dispatching agencies is their recruiters because recruiters not only serve good communication channels between client organizations and dispatched workers, but they also provide client organizations with appropriate dispatched workers and simultaneously provide dispatched workers with appropriate jobs.
The main purpose of this study is to discuss what competencies recruiters of manpower dispatching agencies should have, and this study is also hoping to establish a competency model for recruiters of dispatching agencies. In the first place, this study conducted behavioral event interviews with outstanding dispatching agency recruiters and also conducted expert interviews to build up competency items and critical behavior indicators. In addition, the study conducted importance analysis with practitioners and academia-experts. After the importance analysis, this study conducted reliability and validity test of the items obtained. The study finally concluded three competencies for recruiters: “Interpersonal understanding and Customer-oriented”, “Agility/Flexibility”, and “Proactive”.
Recently, due to continuous environment transforms, enterprises think highly of knowledge and manpower’s management. In this context, the concept of competency is becoming one of the best management options in organizations. Manpower dispatching agencies should develop a comprehensive competency model, using competency model in training and development, performance appraisal, promotion and recruitment in order to optimize organization development and employee development. Moreover, the results of the competency are divided into internal and external competency. When recruiting recruiters, enterprises should look for internal competency to meet the needs of the organizations and should train new recruiters with external competencies.
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