面對21世紀全球化、速度化與知識化的時代趨勢,如何提升競爭力,將是企業最重要的課題,企業若要達到所擬定的策略目標,則必須將人力資源管理與組織策略和資源條件相配合,使人力資源管理措施間具有協調與相容性,以其發揮整體的綜效。然而,從企業的角度來看,員工是屬於企業的資產,但若無法留住員工,此資產會隨著員工離開而轉移,因此,為了避免辛苦累積的各種智慧資本流失,企業必須充分掌握人才,且要針對公司的人力資本進行有效的管理,進而保持競爭優勢。另外,企業認為重要的人力資本衡量指標是哪些?我們應該去重視它,並且將此作為管理制度修正之依據。 本研究採個案研究法,以我國某一證券公司為研究對象,透過訪談,了解個案公司如何妥善運用及有效管理自身的人力資本,並發放人力資本衡量指標之問卷,以獲得主管認為重要的指標,作為修正管理制度之依據,最後提出具體和可行的建議,希望有助於企業充實人力資本,進而順利達成組織之策略與目標。 經訪談、彙整資訊並加以分析後,做出下列結論: 一、個案公司之策略乃成為一個全球型的投資銀行,為了達到此策略 目標,必須倚賴國際化的人才,並將商品和服務國際化,滿足顧 客的需求,而「營業單位人員」與公司營利是具有高度相關,故 是個案公司所倚賴之重要人力資本。 二、個案公司透過甄選、任用、教育訓練、晉升考核、留任等五項管 理活動,對其策略性人力資本加以管理。 三、本研究整理出的衡量指標共有30項,分析結果發現,平均數在 4.25分(重要程度很高)以上的指標共有15項,此15項衡量指 標的標準差皆小於0.6,主管之間具有高度共識。 四、透過重要指標與管理制度相對應,發現個案公司對於其中14項重 要指標皆有設立適當的管理措施,唯有「關鍵員工」尚未做出定義 ,以致於無法給予人才更多的訓練與全方位的獎酬,進而將人才留 住。
Human capital is one of the hottest subjects in the recent years. Companies should plan and manage their human capital which is associated with strategies if they want to achieve their strategic goals. However, companies are facing the dilemma of developing their own human capital just because of the unique attribute of human capital: it can’t be held or owned by any company forever and will be taken when employees leave. In such a situation, companies should take actions on management to accumulate their employees’ knowledge and skills inside in order to lower down the loss caused by the leaving of critical employees. However, which aspects of human capital index can companies focus on to report the result of human capital management and to be the basis of improving their human capital management? This study adopts the method of case study research and selects one information company within our country as a sample to probe human capital management. We use questionnaire to collect human capital indexes that should be focus on. This study will probe the result of accumulating strategic human capital from aspects of management and index. Through collection and analysis, this study arrives at the following conclusions: 1. The strategic human capital of our sample is completely derived from its strategy. 2. Our sample manages its own strategic human capital from the aspects of recruiting, training, knowledge managing, retaining, performance evaluating and rewarding. 3. Our sample possesses critical human capital indexes in each aspect to report the result of its human capital management and to be the basis of improvement as well. 4. Our sample has showed its growth not only in finance but also in operating performance to prove the achievement of accumulating its strategic human capital. 5. Although our sample has nearly perfect systems on management and index of its strategic human capital, there is still something it can do to improve them.