公司80%的績效是由20%的人才所創造，人才已經成為每家公司不可獲缺的人力資本；企業要永續經營，必須透過人才培育與管理找到未來的明日之星。本研究主要期望建立人才管理機制與接班梯隊，並透過人才評鑑模式的運用，讓組織在人才管理與篩選上能用對的方法選擇對的人才。 本研究針對個案公司設計關鍵人才管理流程，建置人才標準的設定、篩選、人才評鑑的方式與培育的方向。共篩選出45位關鍵人才參加人才評鑑。透過人才評鑑的結果，探討「評鑑等級」、「評鑑總分」、「生涯規劃」、「職位類別」以及「教育程度」是否為影響個案公司晉升的主要因素。 實證結果發現，「評鑑等級」與晉升呈些微顯著正相關，表示評鑑等級越高的人才，晉升的機率愈大。「職位類別」與晉升呈現顯著負相關，表示職位愈低之人才，晉升的機率愈大；職位愈高之人才，晉升的機率愈小。 本研究之主要貢獻在於對關鍵人才有一套管理的流程，未來也可依循此方法定義、評鑑、發展與佈署組織中對的人才。 ;80% of the company′s performance is created by 20% of the talent people in the company. The talent employees have become must be resources of human capital. Any enterprises that are looking for sustainable development must find the talent people through talent cultivation and talent management. This study is mainly not only to establish the talent management mechanism, successor team, but also to find a suitable talent evaluation model. Therefore the organizations can apply the right approach to select the right talent people. This research is focus on the design of key talent management process, the establishment of talent criteria, screening methodology, talent assessment and training direction. Total 45 key talents are selected to participate in talent evaluation. This study examines whether the "level of rating", "assessment score", "career planning", "job position" and "education level" are the main factors influencing the promotion results of case company. The empirical results show that the "level of rating" is a slight positively correlated with the promotion. It is indicating that the higher the level of rating, the greater the probability of promotion. There is negative correlation between the "job position" and the promotion, indicating that the lower position of the job, the higher probability to be promoted; the higher position of the job, the smaller the chance of promotion. The main contribution of this study is to come out a set of management processes for key talent people, In the mean time the method can be applied to select the right talent people.
