台灣中小企業領導人接班發展培育之方法

摘要接班人計劃是近幾年全球企業都重視的議題，而台灣的企業大部分為中小企業，當面臨到第一代的領導者年齡漸長，企業需要續持續經營的狀態下，接班人計劃更是一件刻不容緩的事。然而企業要如何安排接班，以及如何規劃接班人培育更是個大學問。接班的過程中，接班人會面臨到許多的挑戰，例如，上一代不易放手，二代自己沒有意願接班、接班的目標不夠明確、二代的培育安排不足等。要培養出優秀的接班人通常需要8~10年的時間，而有系統的培育計畫才能夠讓幫助接班人順利接班。本研究從台灣中小企業的接班培育之相關文獻探討，採用企業個案研究法，根據訪談分析中提出建議： 1. 企業接班應該盡早溝通確認接班目標，讓接班人才能夠為接班做好準備。 2. 接班前應確認接班人的認知與能力，根據接班人的特質擬定培育方法。 3. 結合內部與外部的培訓機構，系統化的建立接班人在產業管理方面的專業知識以及多元的領導能力。

關鍵字

中小企業；接班人計劃；接班培育；人才發展

並列摘要

Abstract Succession planning is an issue that has been paid attention to by global enterprises in recent years. Most of Taiwan's enterprises are small and medium-sized enterprises, and when the first generation of leaders is getting older and expected the company will continues, the planning of succession is even more urgent. However, how to arrange succession and how to plan the cultivation of succession is a big question. During the succession process, the successor will face many challenges, such as the previous generation is not easy to let go, the second generation is not willing to take over, the goal of succession is not clear enough, and the cultivation arrangement of the second generation is insufficient. It usually takes 8 to 10 years to cultivate excellent successors, and a systematic training plan can help the successors take over smoothly. This study explores the relevant literature on succession cultivation of small and medium-sized enterprises in Taiwan, adopts the enterprise case study method, and puts forward suggestions based on interview analysis: 1. Enterprise succession should communicate and confirm the succession goals as early as possible so that the successors can prepare for the succession. 2. Before taking over, the successor’s cognition and ability should be confirmed, and training methods should be developed based on the successor’s characteristics. 3. Combine internal and external training institutions to systematically build the successor’s professional knowledge in industrial management and diverse leadership abilities.