人才管理由策略性人力資源管理的概念延伸而來，在現今變動快速的經營環境，對於組織而言，穩定的人才供給是擁有穩定競爭優勢不可或缺的基礎。人才管理的目的是能夠替組織在未來不可預測的人才需求下提供源源不絕的人才，不同於接班人計劃的地方在於，接班人計畫以職位為出發點，而人才管理乃是以人才為出發點。目前人才管理的學術研究以西方居多，台灣有關的研究甚少，但已有些頗具規模的企業開始導入人才管理。
本研究採質性研究法，以焦點座談及深入訪談的方式，針對國內七家標竿之台資及外商企業的人力資源最高主管及資深經理，收集人才管理的導入及執行過程，探討如何吸引招募、發展及留任人才，並對於人才的定義做深入的討論以提出人才管理的模型。研究結果顯示實務界對於人才管理尚未有一致的做法，因此本研究綜合各項人才管理的共同實務整理成人才管理實務模型。

Talent Management (TM) is not a new term in Western countries, but it lacks more academic research in Taiwan. TM was expanded from Strategic Human Resource Management (SHRM). It aims to stably supply talents for the unpredictable needs of organizations in the future, which means that companies have to focus on talent recruitment, talent development and talent retention. Even though there is little research in Taiwan, there are still some organizations that have started implementing TM.
The current research aims to explore the way that Taiwanese companies recruit, develop and retain talent. This research adopts qualitative method by focusing on group interviews and in-depth interviews, to collect data from CHRO and senior HR managers from seven companies in Taiwan that have been implementing TM for a while now. Results show that there is no general model for TM. Therefore, the current research combines all the common practices as a comprehensive model. Future research suggestions are provided.

審定書 i
中文摘要 ii
Abstract iii
Table of contents i v
Chapter1 Introduction 1
Research background 1
The purpose of this research 4
Chapter 2 Literature Review 6
2.1 Resource-based Theory 6
2.1.1 Resource-based view to resource-based theory 6
2.1.2 Resource-based view and competitive advantage 8
2.1.3 Human capital and competitive advantage 10
2.2 Talent Management 11
2.2.1 Definition of Talent and Talent Management 11
2.2.2 Comparison of succession planning and talent management 14
2.3 Practices of talent management 16
Chapter 3 Research Method 20
3.1 Case study method 20
3.2 Design of interview questions 21
3.3 Type of interview 22
3.4 Source of research cases 23
3.5 Data collection and analysis. 26
3.3.1 Data collection 26
3.3.2 Data Analysis 26
Figure 3-1 Research data analysis process 27
Chapter4 Analysis and result 28

4.1 Definition of Talent 29
4.1.1 Definition 29
4.1.2 Discussion 33
4.2 Recruitment 35
4.2.1 Practices of talent recruitment 35
4.2.2 Discussion 40
Figure 4-1 Processes of targeted recruiting. 41
4.3 Development 43
4.3.1 Practices of talent development 43
4.3.2 Discussion 48
4.4 Retention 50
4.4.1 Practices of talent retention 50
4.4.2 Discussion 53
4.5 General discussion 54
Figure 5-1 Comprehensive model of talent management 55
Figure 5-2 Process of talent management. 57
Chapter 5 Conclusion 59
5.1 Conclusion 59
5.1.1 Definition of talent 60
5.1.2 Recruitment of talent management 60
5.1.3 Development of talent management 61
5.1.4 Retention of talent management 61
5.2 Limitation 62
5.3 Suggestions 63
5.3.1 To companies 63
5.2.2 To future research 64
Reference 66
Appendix 69





Figures

Figure 3-1 Research data analysis process 28
Figure 4-1 Processes of targeted recruiting. 41
Figure 5-1 Comprehensive model of talent management 55
Figure 5-2 Process of talent management. 57



Tables

Table 2-1. Definitions of talent 12
Table 2-2. Comparison of succession planning and talent management. 15
Table 3-1 Cases profile. 24
Table 3-2 Interview representatives of research cases. 25
Table 4-1 Definition of talents in different cases. 32

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