企業導入職能歷程之探討—以A傳產公司為例

職能應用漸成為近年人力資源重視的議題，在台灣多為高科技產業導入。本研究以一個國內大型且有代表性又面臨人力斷層的傳統產業為對象，探討其導入職能的歷程與成果，希望其可以成為其他傳統產業的參考。研究以半結構式訪談相關單位高階與中階主管，並以紮根理論為研究分析方法。研究發現，在面臨青黃不接的問題時，人資以專業及使命感說服高階主管並爭取外部資源，成立專門委員會，不斷說服高層的支持。首先建置核心及管理職能後，讓主管們對職能先有所認識，以便之後推動各部門的專業職能。在導入過程中，面臨員工因不瞭解重要性、時間衝突、撰寫上困難等挑戰，展現出不積極參與的態度。但在人資積極推動下，仍有初步成果，找出人力缺口及建立完善的知識管理系統，並建置新人教育訓練規劃，達到最初公司導入職能傳承的目的。過去推動職能導入的文獻多數強調公司高層支持是關鍵，本研究發現建置職能過程中，如何提高基層主管的參與度及協助他們克服撰寫職能上的困難也很關鍵，因為他們才是建置職能的主要人力。面對國內許多的產業人才斷層的問題，本研究導入職能的歷程、步驟以及面臨挑戰，應可以成為適當的參考與範例，同時，本研究成果對職能導入推動過程上的作法與挑戰，補足了過去文獻上的不足。在研究限制上，因研究者不是公司內部員工，可能因對公司深入瞭解的程度有限，而影響結果。

關鍵字

職能；人資角色；力資源管理

並列摘要

Competency applications have gradually become an issue of human resources in recent years, and most of them are imported into high-tech industries in Taiwan. This study explores the process of implementing competency in a large-scale and representative traditional industry which face manpower gap. It is hoped that the research result can become a reference for other traditional industries. The study used semi-structured interviews with high-level and middle-level supervisors. Grounded theory has been used as the major research method in the research. The study found that when facing the problem of manpower gap, the human resources persuaded the senior executives with professionalism and mission to win external resources, set up special committees, and constantly fight for the support from the organization. At first, the core and management competency has been established. Then the online supervisors were the first group to be trained to learn about the competency, so they can start to build the professional competency model for their department. In the process, the research shows that most of the employees do not understand the importance of competency and hence do not show enough enthusiasm to do the project. Moreover, lack of time and the difficulty of competency model are also some of the other challenges faced. However, the research shows that there the problem of manpower gap seems to be solved to a certain extent in the company. Apart from the competency model, standard orientation and training program have been established. Most of the literature in the past focus on the support of the high level management in the process of change is the most important factor. But the research result shows that communication to the online supervisor is also significant in the process of establishing competency model, because they are the major manpower in the process. . At the same time, the results of this research complement the practice and challenges of the implementing competency process.