企業需要人才以迎戰未來，所以人才是企業發展與成長的引擎，也是企業永續營運的基礎。企業如何建構人才發展制度，發展出未來所需的人才，一直是企業所關注的議題。從過去人力資源發展，轉變到策略性人力資源發展的人才發展，在人力資源管理文獻雖然已有一些著墨，但在實務面的執行尚有研究的空間，因此本研究以標竿型企業人才發展之實務面為出發，探討、分析和歸納他們的構想與做法，希望對欲實施人才發展制度的企業提出建議。

本研究採用個案研究法，以四家績效良好並重視人才發展的外商和本國標竿企業為研究對象，深入探討策略性人才發展制度與做法，研究的主要目的有三: 第一、探索企業經營理念和人才發展之關連性；第二、探討人才發展之實務；第三、探討人才之留任措施的差異性。

研究結果發現：企業實施人才發展，須在企業經營理念、策略和人才需求目的之原則下，決定實施範圍和對象。並且也要依產業屬性和企業文化，選擇人才發展之核心實務。同時，高階主管的參與和支持為成功與否的關鍵之一。而當人才發展制度在公司內部實施之初，需以建置觀念為先，並經過內化的過程。至於人才留任措施，依公司的發展策略而有差異，但研究發現，人才本身自覺被重視與認可的主觀感覺，比其他它留任措施都來得重要。

Enterprises need talents to meet future challenges, so talents are the engine for the sustainable development and growth of a company, and also are the basis for continuous business operation. How to construct a talent development system, in order to train, and develop the desired talents, has always been issues business organizations pay close attention to. The concept of talent development has evolved from the past idea of Human Resources Development to today’s Strategic Talent Development. Many studies and theories have been made on the subject of human resource management, but there is space to be explored if we approach it from the practice viewpoint. Therefore, this study is to take four benchmarking enterprises as a starting point to discuss, analyze and delineate their conceptions and practices on talent development, in the hope to propose recommendation to those enterprises that plan to implement talent development system.

With the method of case study, this thesis took four distinguished companies as examples, discussing their strategic talent development system and the actual practices. The goals of this study are as follows. Firstly, this study identified the connection between management tactic of a company and its impact on talent development plan. Secondly, this study was to explore the practice of talent development in those benchmarking companies. Finally, this study differentiated the various ways of retention measures of the four companies.

The research results have three findings: company shall thoroughly think of its management concept, strategy and talent demand. Taking the three into consideration, a company can decide the scope and targets of its talent system. And a company shall also decide the core practice of its talent development plan in accordance with its industry feature and corporate culture. Also, the participation of and support from the top executives is the key to success. Additionally, before the implementation of talent development system, concept building shall prioritize anything else and the company shall internalize the concept until it becomes the consensus in a company. As to the retention measures, they may diversify with one another when corporates have different development strategies, but the research found that no other retention measures are more decisive than a talent’s subjective feelings that he is much valued and recognized.

第一章 緒論…………………………………………………………………01
第一節 研究動機……………………………………………………………01
第二節 研究目的……………………………………………………………02
第三節 研究流程……………………………………………………………04
第二章 文獻探討……………………………………………………………06
第一節 資源基礎論…………………………………………………………06
第二節 人力資源發展………………………………………………………08
第三節 策略性人力資源發展………………………………………………09
第三章 研究方法……………………………………………………………15
第一節 個案研究法…………………………………………………………15
第二節 研究過程……………………………………………………………15
第三節 資料蒐集……………………………………………………………18
第四節 分析方式……………………………………………………………18
第四章 個案分析……………………………………………………………21
第一節 A個案公司訪談分析……………………………………………… 21
第二節 B個案公司訪談分析……………………………………………… 39
第三節 C個案公司訪談分析……………………………………………… 51
第四節 D個案公司訪談分析……………………………………………… 65
第五節 個案公司之綜合分析與歸納………………………………………75
第六章 結論與建議…………………………………………………………83
第一節 研究結論……………………………………………………………83
第二節 研究建議……………………………………………………………88
第三節 研究限制……………………………………………………………90
參考文獻…………………………………………………………………… 91
附錄 訪談大綱………………………………………………………………94

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三、網路
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