| dc.description.abstract | In this case, this company is belonging to the labor-intensive traditional manufacturing industry. The source of manpower is mainly domestic labor. Although it also introduces foreign migrant workers, it is highly limited by their job tenure in Taiwan (up to 12 years) and also their willingness and ability. Therefore, the training of successors at all levels is still dominated by local employees. It does not only continue focusing on the development of the primary business but is also active in developing the group management in the future and international business. The company has been established for 60 years, it is the reason that there is a strong demand for future successors or talents. According to the statistics of the National Development Council in 2020, the death rate has exceeded the birth rate of Taiwan’s population since the 109 years of the Republic of China. This statistic shows that the future supply trend of labor will be more and more difficult. Therefore, enterprises urgently need a systematic talent management system to meet the needs of the future state.
By the experience and insights of experts and scholars, this research attempts to establish a set of talent management models which is suitable for individual companies. It hopes to solve the problem of talent shortage through systematic talent identification and development. However, this case is still unfamiliar with the operation of a complete talent management model. In order to prevent the people who are involved in the establishment of the talent management model from being pressured and repelled, the process of establishing the talent management model will be divided into two stages. This research focuses on the first stage, including mastering organizational development strategies, determining key positions, designing core functions and management functions, organization and talent review, and establishing of key talent pools. By the experience of this research, it is hoped that this company will have a initial concept of the importance of the talent management model and the operation process, so that the second stage of the personal development plan and related operations can be further established in the future.
This research studies and understands the company’s development strategy in the next five years and confirms the key position in the organization through interviews with operators. Through interviews, we have clearly grasped the two cultural values of the company and proceeded from this to select the core functions and management functions required for the company′s development.
According to the company operator in the case, executives (up to assistant management) are chosen to be the key positions. Therefore, for the current employees of this management level, the same level, and the next-level(mid-level supervisors), we perform functional evaluation and then compare with the performance score to locate the talent in the nine-square grid.
Through this research process, the company has established a basic identification and process for the selection of key talents. In the future, this model can be used to extend the second phase of the personal development plan.
In this study, there is still something for improvement in the establishment of functional models and the use and methods of talent evaluation tools such as the revision of competency dictionary, the establishment of professional competency, multidimensionality assessment, and the use of external potential assessment tools, etc. If we can use more mature and objective tools, it will definitely make the identification and development process of key talents more objective and comprehensive. | en_US |