從台灣IC產業談人才短缺下企業之人才策略

本研究試著從2015年牛津經濟研究院(Oxford Economic)所發布的2021年全球人才報告(Global Talent 2021–How the new geography of talent will transform HR strategies)指出台灣是遭遇人才短缺最為嚴重的國家出發，佐以2020 IMD人才競爭力的結果將台灣人才現狀與鄰近的亞洲國家做比較，找出從政府角度可以為台灣人才短缺所制定的改進方法建議。為了解決人才短缺的狀況，本研究先以資源理論中VRIO的人力資源理論來探討人才為什麼重要，而怎麼樣的人才策略才能為企業創造價值？為能具體VRIO在業務面的實踐，本研究也針對台灣IC產業的上中下游人力結構現狀做出分析，再加上以實際的範例討論在IC產業中的某些公司其VRIO怎樣影響人才策略的制定流程以及其管理上的意涵。從人才短缺的問題解方談到工作模式的改變以及其可以賦能企業用更彈性的方式進行全球化經營。而在企業邁向全球化經營的同時，又該制定怎樣的人才策略才能幫助公司兼具中央集權的一致性管理但又保留在地彈性的效能，使得組織能因為全球化經營而產生更大的綜效也是本研究所要探討的重點。

關鍵字

人才短缺；台灣IC產業；人才策略；全球化經營

並列摘要

This study tries to discuss Taiwan, as the country that suffers the most serious talent shortage reported in 2015 by Oxford Economics in Global Talent 2021- How the new geography of talent will transform human resource strategies, together with IMD’s 2020 World Talent Ranking to compare the current situation of Taiwan’s talents with neighboring Asian countries, and finds out suggestions for improvement measures that can be formulated from the government's perspective to address the shortage of talents in Taiwan. In order to solve the shortage of talents, this study first uses the VRIO model in Human Resource Management that was developed from the "Resource Theory" to explain why talents are the most important assets to the enterprise, and what kind of talent strategy can generate the most value for the enterprise. In order to concrete the practice of VRIO on the business side, this study also analyzes the status quo of the talent profiles of Taiwan’s IC industry from upper to lower stream and uses practical examples to discuss how certain companies in the IC industry have their VRIOs affecting the development process of talent strategies and their management implications. Talking about how to resolve the talent shortage issue, the change of working model and new ways of working enable enterprise to operate globally in a more flexible way. While the company is moving towards globalization, we also need to identify what kind of talent strategy should be formulated to help the company have both standardization under centralization yet to retain the effectiveness of local flexibility that will generate more synergy among all the organizations under the globalization.