企業轉型下人才發展機制之因應調整：以家登精密為例

隨著全球經濟景氣多變、資訊科技越趨發達，導致國際化趨勢更為顯著，外在環境的劇烈變化趨使產業環境快速波動、競爭更為激烈，對企業長期經營帶來關鍵性之影響。面對世界地球村之全球化挑戰，策略轉型且進一步升級成為企業所需面對的共同課題。當企業因時代更迭遭遇經營困境，則必須藉由策略轉型重新創造屬於自己的競爭優勢，又企業轉型成功關鍵因素為人才發展機制之配置與調整。本個案研究以國內知名半導體產業且具代表性之策略轉型成功之企業家登精密作為研究對象，採深度訪談法引導內容並蒐集內部歷史資料作進一步分析探討。個案公司初期採取「大募集、大淘汰」之人才發展機制，大幅引進半導體業界優秀人才，加入家登團隊與舊有組織成員交流，過程間因組織文化磨合、深固之業界習慣差異甚至組織變革之衝突，導致組織成員紛紛離去。前期個案公司將此一過程視為公司去蕪存菁的必經之路，也從此一成員頻繁流動的過程中逐漸了解找到屬於家登文化的特質。後期家登精密便透過該試煉歷程發展出家登專屬之（一）人才培訓計畫，由創辦人親自授課、（二）儲備幹部計畫，自行培養具家登管理思維人才、（三）產學計畫，滿足快速擴張之製造缺口、（四）個人績效管理發展制度，結合公司發展目標及願景、（五）晉升機制，鼓勵員工持續精進、（六）核心價值之落實，健全人才發展機制系統。此外，也將核心價值落實推廣在內部三大重大活動、最感恩最讚美員工評選以及優良員工選拔，傳遞至組織內部每位成員，引導組織成員對公司核心理念之認同，進而更加適應組織文化與工作模式，降低員工離職率。藉由個案研究分析探討當「企業轉型」之下，內部「人才發展機制」應該如何因應調整，以提升企業組織績效。當一組織進行企業轉型策略，如何透過人才發展機制的配置與調適，使組織轉型能順利推行，成功克服內、外在環境的競爭達成轉型績效。

關鍵字

企業轉型；人才發展；人才培育

並列摘要

As the global economic prosperity becomes varied and flourishing information technology, the internationalization has become more pronounced. The external environment changes drastic and caused the industries fluctuate and compete rapidly. These critical factors bring impact on long-range business of the company. To face the challenges on the globalization, strategy transformation and industry upgrade had become common task to all of the company. When the company was in the operational dilemma, it must take strategic actions to transfer and rebuild their own competitive advantage. And the key factor to successfully transfer the industry is the configuration and adjustment of the human resources development practice. Therefore, this study will use the famous semiconductor company Gudeng Precision as subjects, which had successfully transferred the strategy. This research will analyze the adjustment of human resources development practice under the industry transformation by using depth interview and collecting history data. Gudeng Precision had implemented a human resource development practice, which was called “ Higher-recruitment and Huger-elimination” to dramatically recruit elites at the beginning. After run-in with the colleagues, some of employee left because of corporate culture adaptation issue and organizational change and conflict. This process was considered to be the only way to separate the wheat from the chaff for the company. Gudeng Precision had found their own Gudeng culture and characteristic of enterprise during this process. The perfect human resource development system also had completed by this process. First, human talent training by establisher; Second, management trainee program for cultivating Gudeng’s own management thinking; Third, industry- academia collaboration program for filling the over-expansion manufacture vacancy; Forth, performance evaluation development system and integrating corporate development targets and visions; Fifth, promotion mechanism and encouraging employee to keep improving themselves; Sixth, implementing Gudeng ‘s core value. Besides, the core value has been implemented and transmitted internally by three major activities: employee sports day; the most grateful staff evaluation; the best employee selection. Guiding whole members to identify with the core concept of the company, and adapting more in the corporate culture and working mode to lower employee turnover rates. Based on the analysis of this case to discuss about how to deploy and adjust human resource development mechanism, improving corporate performance effectively, and conquering internal and external competitive environment for a successful enterprise transformation.