| 摘要: | 當組織面臨著環境變化和競爭壓力，企業開始思考未來的成長和變化時，往往會發現一個共同的問題，那就是在內部人才盤整之後，組織現有的人才嚴重不足。人才短缺通常包括質和量的短缺。若現職人員的能力無法勝任工作需求，當出現空缺時，很難找到足夠的人才來填補空缺。要解決這些問題，重要的是回歸決策的本源，組織高階和人資單位通力合作，對組織的人員進行管理。透過關鍵人力資本的累積，使未來每個關鍵職位都有適合的人才，並擁有足夠的備位或板凳人才。
本論文研究以台灣連鎖餐飲王品集團旗下品牌「陶板屋」作為研究對象，採用質性與量化之個案研究方法，針對陶板屋全省店主管依職能模型進行人才評鑑，再分別依分數排予後進行人才九宮格之分類，找出每個人在九宮格的定位及集團迫切所需之關鍵人才，接著針對關鍵人才計劃性的進行個人培育發展計劃，在此同時將九宮格中不同類型的人員，使用方法及工具讓整體人才質量提升，使各區塊人才都能朝關鍵人才的方向移動。
本研究透過此系統模式的執行，在陶板屋品牌中已有3名店主管晉升，並成為集團重要的職務角色。經本研究案例可知，透過系統化的方式，落實進行人才鑑別、培育的一系列過程，是企業在人才發展上重要的策略之一。
本研究提出在個案公司中的實務建議，期望能帶給企業與公司對於關鍵人才的辨識與發展方向之參考，使企業更有效的做好關鍵人才的管理，以達成各企業的績效目標與成長。;When companies face the environmental changes and competitive pressures and begin to think about future growth, they often encounter a common problem; that is, their existing talent is seriously insufficient after internal talent consolidation caused by Covid-19, for example. Talent shortages usually include shortages in both quality and quantity. If the ability of the current staff is not up to the job demand and needs to be replaced, it is difficult to find a qualified employee to fill the job vacancy. To solve these problems, it is important to return to the source of decision-making, and the company′s senior management and human resources units work together to manage the company′s personnel. Through the accumulation of key human capital, there will be appropriate talent for each key position in the future, with enough spare or bench talents.
This paper studies the brand "Taobanwu" under the Taiwan chain restaurant Wangpin Group as the research object, adopts the qualitative and quantitative case study methods, evaluates the talents of Taobanwu′s store managers according to the functional model, and then ranks them according to the scores. Afterwards, we classify the managers in Talent Review Jiugongge, find out the position of each person in Jiugongge and the key talents urgently needed by the company, and then carry out a personal training and development plan for the key talents with tools to improve the overall quality of the talents, so that the talents in blocks that need improvement can move in the correct direction.
Through the implementation of this evaluation and development system, three store managers have been promoted to the level of district manager. This provides preliminary evidence to support that the system can effectively help the current case company to quickly identify key talents and deploy them to other companies in the group, and gradually supply more talents to better support the company′s three-year development plan.
This study puts forward practical suggestions to the case company, hoping to provide enterprises with a reference for the identification and development of key talents, so that the enterprises can manage their key talents more effectively, and thereby achieve greater performance and high growth. |
