建構分公司經理人之管理職能模型及潛能人才評量標準－以某證券公司為例

Establish the Competence Model and Potential Talent Evaluation Standard of the Branch Manager- Take a Securities Company as a case

蘇惠莉(Hui-Li Su)

指導教授 ： 鄭晉昌

國立中央大學/管理學院/人力資源管理研究所碩士在職專班/碩士(2012年)

摘要

證券產業因受環境發展與市場開放程度影響，多數券商業務範圍侷限於台灣市場，加上業務屬性相近，造成同業間業務同質性高，競爭激烈，故證券業者以提高經紀業務市場佔有率以不斷增加與穩固基本收入來源，因此身為分公司主要經營者之分公司經理人相當重要。在個案公司內在分公司經理人出缺時，常以挖角同業為主，而挖角之經理人在招募時並無法預期績效表現，僅能以被挖角主管口頭說明或資料佐證、或由負責挖角之相關主管以口頭面試進行甄選，個案公司對於適任分公司經理人應具備能力無統一標準，且外聘經理人常有組織認同不足與執行力不佳之問題。
期望透過本研究以職能方式建構個案公司分公司經理人應備之關鍵能力，了解擔任分公司經理人需要展現的構面與關鍵行為，且為提高內部晉升比例，希望建構甄選內部具潛力人才之評量標準，作為個案公司中長期人才發展之依據。本研究結論如下：
一、分公司經理人應具備之職能項目為『衝擊與影響力』、『成就傾向』、『主動積極』、『團隊領導』、『部屬培育』、『溝通協調』共計六項。
二、成為個案公司分公司經理人人才庫之基本評量條件為『具備產業與組織知識』、『不適合擔任領導者的特質』、『對領導的承諾』、『展現工作績效』、『組織價值觀的支持』、『年齡』、『資格』、『人際技能』八項。要能成為『已準備完但需持續發展』階段，則需再具備『評估離職對組織的業務風險』、『具備工作挑戰』二項條件，共計十項。如要成為『已具備接班能力，可隨時接任』階段，則再需具備『具發展導向』、『具備領導職能』二項共計十二項始符合潛能人才接班條件。

關鍵字

潛能人才 ； 職能 ； 分公司經理人 ； 證券業 ； 接班人計劃

並列摘要

Influenced by the business environment development and market openness, most the development of securities business is confined in Taiwan market. Plus, the business is similar, which has resulted in high competitiveness; therefore, the securities business owners keep increasing and stabilizing the basic income by expanding agent market. Therefore, the branch manager as the main operator of the branch is very important. When there is a job vacancy for branch manager, they often headhunt people from competitors. The recruiting manager cannot expects the recruiting performance; such can only be proved by the explanation or information provided by the supervisor of the hunted manager, or the recruiting manager selects through interviews. The case company has no unified standard for the manager suitable as the branch manager. Furthermore, recruited manager often has low organization identity and poor executing performance.
It is hoped that this research can establish the key competence for the case branch managers to understand the aspect and behavior for them. Also, in order to increase internal promotion rate, the internal potential talent evaluation standard is established as the reference for the case company in mid- and long-term talent development. The conclusion of the research is as follows:
1. The branch manager should have “impact and influence,” “achievement orientation,” “initiative,” “team leadership,” “developing others,” and “communication”competence
2. The basic evaluating required competence for the talent database of the case branch are eight items including “organization knowledge,” “leadership derailers,” “leadership promise,” “demonstration of results,” “support of corporate values,” “age,” “qualifications,” and “interpersonal skills.” In order to enter “ready, but need development,” two more required selection criteria, “risk of leaving” and “job challenge,” are needed. “Development orientated” and “competence” are needed to meet with the requirement as the potential talent successor.

並列關鍵字

securities industry ； branch manager ； competence ； succession planning ； potential talent

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