| 摘要: | 本研究旨在探討「2030雙語政策」對台灣本土企業人力資源部門所造成的影響與挑戰。在臺灣推動 2030成為雙語國家的願景下，政府自2021年啟動「2030雙語政策」，期望透過教育、行政與產業等多層面改革，培養全民的英語使用能力。雖然政策倡議明確指出需建構企業的英語友善職場，但在實務執行層面，對於企業該如何調整內部制度、培訓資源與人力策略，中央政策並未提供具體可行的落地指南，特別是對本土企業而言。
面對政府政策所帶來的語言能力標準與學習推動壓力，本土企業人資部門在招募條件、員工培訓、升遷制度及組織文化等面向皆受到影響。為深入理解企業在政策落實過程中的實際情形與應對策略及轉型成果，本次研究採取質性訪談方式，分別針對五家本土企業之人資主管進行深度訪談，收集其公司及個人對政策認知、執行挑戰與制度調整的觀察。
作為長期在本土企業擔任人資工作的實務從業者，深刻感受到這項政策對人力資源部門帶來的多重壓力。從員工語言培訓的參與率、招募條件的需求及調整，到升遷制度是否搭配語言力的納管設計，每一個環節看似都是人力資源管理上的挑戰甚至優化，但在現場執行時，卻常出現文化排擠、資深員工焦慮、部門推動力不足…等現象。而身為一位目前正在職攻讀人力資源研究所的學生，也期待能透過學術角度重新整理這些實務經驗，並釐清政策背後的設計制度邏輯與現場之間的落差。
因此，本研究透過深入訪談五家本土企業中，實際負責制度規劃與外語能力提升政策落地的人力資源主管，研究對象聚焦於具備制度操作經驗與政策回應脈絡的人資實務者，即實際參與過企業內部語言政策推動、訓練資源規劃或相關制度設計之中高階人力資源主管，從真實職場運作的視角出發，探討2030雙語政策在企業端所帶來的實質影響與挑戰。透過訪談所得的第一線觀察與回饋，進一步反思：這項看似進步的語言政策，究竟能否為本土企業帶來正向改變？亦或因制度標準與文化現實之間的落差，反而引發人才排擠與組織壓力等潛在風險？
本次研究發現，本土企業對於語言政策的回應呈現產業差異與制度成熟度的落差。金融業普遍具備策略調整能力，能較早整合語言力於招募新進人員或儲備幹部制度中，科技製造業則以任務導向與非正式學習為主，呈現去制度化但實用性強的應對方式。人力資源部門在落實語言能力提升政策時，需要扮演居中調配的關鍵角色，不僅需要解讀政策背後所未清楚明示的目標，亦須考慮如何平衡內部組織文化、適度給予員工壓力推進學習意願與設計升遷條件的公平性。
本研究指出，2030雙語政策的落實效果在本土企業端不一，政策設計仍需更細緻的產業分類與配套指引，以避免企業為標準化語言門檻反而產生人才排擠效應。建議未來政府可提供更多模組化資源，並建立與企業協作的彈性治理機制，使政策與產業實務更有效接軌。
;This study aims to explore the impacts and challenges brought by Taiwan’s "2030 Bilingual Policy" on the human resources (HR) departments of domestic enterprises. As part of the national vision to become a bilingual country by 2030, the government launched the policy in 2021 to enhance citizens’ English proficiency through reforms across education, administration, and industry. Although the policy clearly calls for the creation of English-friendly workplaces, it provides limited practical guidance for how enterprises—particularly local firms—should adjust their internal systems, training resources, and HR strategies to respond accordingly.
Facing the policy’s pressure to standardize language competency and promote language learning, HR departments in local companies have been affected in various aspects such as recruitment criteria, employee training, promotion systems, and organizational culture. To better understand how enterprises respond to and adapt under the implementation of the policy, this research adopts a qualitative approach, conducting in-depth interviews with HR managers from five domestic companies to collect first-hand insights on policy interpretation, implementation challenges, and institutional adjustments.
As a practitioner with extensive HR experience in local enterprises, the researcher has personally witnessed the multiple layers of pressure brought about by the policy. From participation rates in language training and adjustments in recruitment conditions to whether promotion systems incorporate language competency, each element presents both a challenge and an opportunity for HR management. However, in practice, issues such as cultural exclusion, senior employee anxiety, and insufficient departmental momentum frequently arise. As a current graduate student in HR studies, the researcher also aims to reflect upon these field experiences from an academic perspective, in order to clarify the gap between policy design and real-world practice.
This study investigates how HR managers—who are directly responsible for institutional planning and the localization of language enhancement policies—interpret and implement the 2030 Bilingual Policy in actual workplace contexts. The findings highlight that although the policy is intended as a progressive reform, its application may not necessarily generate positive outcomes for local enterprises. Instead, discrepancies between standardized expectations and workplace realities may lead to unintended consequences such as talent exclusion or organizational strain.
The study reveals sectoral differences and variations in institutional readiness among local enterprises in response to the policy. Financial institutions tend to have more strategic capacity to integrate language skills into recruitment or management trainee systems early on, while technology and manufacturing companies often adopt task-oriented or informal learning approaches that are less structured but practically effective. HR departments play a crucial intermediary role, not only in interpreting ambiguous policy goals but also in balancing internal cultural dynamics, motivating employee learning, and designing fair promotion criteria.
In conclusion, the implementation of the 2030 Bilingual Policy varies widely across local enterprises, and the current policy framework lacks sufficient industry-specific differentiation and practical guidance. The study recommends that the government provide more modular resources and develop flexible governance mechanisms in collaboration with enterprises to enhance policy-practice alignment and reduce the risk of counterproductive outcomes in the workplace. |
