二十一世紀是知識經濟的時代，在這強調策略性競爭及企業變革的環境裡，人力資源管理與發展已成為非常重要的管理議題。企業最重要的資產就是「人才」，為了贏得這場戰爭，組織必須善用育才與留才技巧，以補足企業未來的人才需求。但這樣並不足致勝，制定並執行接班計畫、建立夢幻菁英團隊，才是企業持續發展的關鍵。
接班人計劃已在國外許多組織的各個層級中發展的非常普遍及系統化，人才管理早被標竿企業列為首要的發展目標，然而接班人這是一個決定台灣企業能否跨入下一個10年的重要議題，多數企業卻隱晦避談，台灣部份企業雖對接班人議題相當重視，但對於企業接班人遴選、培育、留任與發展並無具體而整合之觀念。基於上述的研究動機，本研究藉接班人計劃之相關文獻彙整及GE與IBM實施接班人計劃次級資料整合，對比本研究個案公司接班人計畫現況，歸納台灣中小企業進行接班人甄選時，仍以主管主觀挑選方式為主，且未建立系統化培育發展；此外，因企業規模小，缺乏發展平台，出現中階人才斷層情形。本研究透過標竿企業接班制度與個案公司現況比較，建議中小企業仍須建立系統化接班制度需釐清企業願景、獲得高階主管的支持、關鍵職位分析、明確接班人甄選機制、建立候選人檔案、制定完整有效的培養計畫，藉此人才得於企業長久留任，使企業得以持續發展。
關鍵詞：接班人計畫、接班人甄選、接班人培育與發展

The 21st century is the knowledge economy era, in the environment which emphasizes the strategic competition and business change, human resource management and development have become very important management issues. The most important resource for a business is “talent”. To win the battle in the business arena, organization must learn to cultivate and retain talents, thus to fulfill the future elite demand for the business. However, that is not all to win. To make and implement a succession planning and build up the elite dream teams are the keys to keep business continuity.
Succession planning at all levels in many foreign organizations has become more and more developed and systematized. Talent management has long been a benchmark of enterprises as a primary development goal. “Succession planning” has become an important issue which decides whether the Taiwanese enterprises can lead to the next decade. However, sometimes this issue is very sensitive and obscure to put into discussion among Taiwanese businesses. Although part of Taiwanese enterprises has attached importance to the succession planning, they don’t have the integrative and specific concepts and plans for successors’ selection, training, retention and development. Based on the above research motivation, through literature review, this study summarizes management succession planning system of GE and IBM as well as compares with the current operation mode and implementation status of the talent management system from a domestic case in providing a comparison research. The majority way of successor selection is still subjective by the leaders among most of Taiwan SMEs and yet establishes the systematic training development. In addition, due to the small scale of enterprises and lack of development platforms, causes the shortage of mid-level talents crisis. Through the comparison of benchmark business succession planning with the local case company, suggested that SMEs require a settled corporate vision, supports from executives, analysis of key positions, a straightforward successor selection system, establishment of candidate profiles, and a complete and effective training program to retain the talents in the long term and sustain the development of enterprises.
Key words: succession plan, successor selection, successor cultivation and development

Thesis Identification……………………………………………………………..................….…...i
Appreciation ……………………………………………………………………........................….ii
Chinese Abstract…………………………………………..……………………...................…... iii
English Abstract……………………………………………………..…………..................…….. iv
1. Introduction……………………………………………………....................................…….1
1.1. Research background…………………………………………………..….................…..…2
1.2. Research motivation……………………………………………………..….................…....4
1.3. Research objective…………………………………………....….......................................8
1.4. Research flowchart………………………………………..……………...…...................….9
2. Literature review………………………………..………………….....................................11
2.1. Talent Management System……………………………….………………........................11
2.1.1. Significance of Talent Management…………………………..............................….11
2.1.2. The importance and objective of talent management………………......……..…...12
2.2. Succession Planning………………………………………..………………....................…14
2.2.1. The significant of succession plan…………..…………………………............…….14
2.2.2. Procedures and contents of succession planning…………………………......……22
2.2.3. The importance of succession plan……………………………...............................27
2.3. Successors selection………………………………………………………...................…..30
2.3.1. Successors Category: Jobs distinction & Industrial Properties……………….......32
2.3.2. Selection approach of successors……………………………….............................33
2.3.3. To utilize performance assessment and evaluation center to process promotion…………………………………………………..……………...............................…...34
2.4. Successor’s cultivation and development…………………...………...............……...….37
3. Research Method………………………………………..……..………...............………....41
3.1. Research framework…………………………………………………....................….…….41
3.2. Research object……………………………………………………………..................……42
3.3. Research method……………………………………………….....................................…42
4. Case study………………………………………………………………..............…...…….45
4.1. GE succession legend………………………………………...………...............…...…….45
4.2. IBM Long bench plan………………………………………………….....…..................….48
4.3. A Food Company………………………………………………………...................….…...51
4.3.1. Company introduction…………………………………….………...........………..….51
4.3.2. Company management …………………………………………………............……52
4.3.3. Case analysis……………………………………………………………..............……52
4.3.3.1. Organization structure………………………………..……………….............……....52
4.3.3.2. Human Resource Planning……………………………………………..............…….53
4.3.3.3. Assessment procedure………………………………………………….............…….54
4.3.3.4. Promotion procedure…………………………………………………............…..…...55
4.3.3.5. Comparison of the training system with GE and IBM………………........….….....56
4.3.3.6. Conclusion……………………………………………………………….............…….57
5. Discussion and Conclusion……………………………………..………….............……...59
5.1. Research conclusion ……………………………………………………..…................….59
5.1.1. The status of the implementation of succession planning……………...…….…..59
5.1.2. The succession planning challenges and difficulties…………………….....……..60
5.1.3. The selection of successors is still dominated by people…………………...…....60
5.1.4. The limitation of the training and development resources……………….....….....60
5.2. Success factors of succession plan……………………………………..……..............…61
5.2.1. Support and attention from CEO and board of director……………….....……......61
5.2.2. Support and attention from CEO and board of director……………….....…….….61
5.2.3. The core competence of key position………………………………………............61
5.2.4. Clear Successor Selection Mechanism…………………...…………………......…62
5.2.5. Build up the candidate files and develop a complete and effective training mechanism………………………………………………………………..…..........................….62
5.3. Limitation and Suggestion………………..……………………………...……..................63
5.3.1. Research limitation……………………………………………………………...........63
5.3.2. Future suggestion………………………………………………………….........……63

Reference……………………………………………………………………………................…65

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