員工潛力與職能類型之雙軸模式建構

Abstract

關鍵人才決定了企業發展的高度，若企業沒有做好人才儲備與發展，必會成為企業持續成長的障礙，因此，如何辨識或遴選關鍵人才，則是企業首要之務。本研究有別於過去對於人才辨識僅採取工作績效的方式，而是採取潛力與職能兩個面向的雙軸分析，發展出精準的績效預測模型，以期能協助企業選出最適職能與最佳潛力之人才。因為「職能」可以用來預測某人在某項職務上表現效能的高低，職能是一項潛在的個人特質，與工作表現具有高度的因果關係；而「潛力」則是「影響員工長期發展的潛在人格特質」或「適應不斷變化的經營環境，並讓自己勝任愈來愈複雜的角色的能力」，因為產業環境的快速變動，越能適應劇烈改變的，因此潛力的診斷將成為未來企業在人才戰爭上的關鍵成功因素。有鑑於此，本研究之目的為：1.建置員工潛力類型分析模式，做為員工潛力盤點之依據。2.建置員工職能分析模式，做為員工職能盤點之依據。3.建構員工潛力與職能之系統化分析架構，做為預測績效結果的模型，進而提供企業人才培養與留置之參考。本研究以台灣某一個高科技企業為研究對象，首先延請學術界之專家，進行產學合作，建立員工潛力類型分析模式，以及員工專業職能的分析模式。其次，將潛力與專業職能結合為雙軸模式，以潛力高低與專業職能高低組合為四個類型，再進而預測其工作績效之差異。本研究以203個主管與員工之樣本進行研究，研究結果顯示潛力類型與專業職能均對工作績效有顯著的正向預測效果。潛力高低與專業職能高低之四種不同類型，對於工作績效的預測效果有顯著差異，顯示潛力與專業職能之雙軸模式可作為關鍵人才之預測指標。最後，討論本研究之主要貢獻、研究限制、未來研究方向與管理實務的意涵。

Key talent determines the extent of enterprise development. A company’s failure to put their talent retention and talent development in order will become a barrier to its continued development. Therefore, the identification and selection of key talent are top priorities for enterprises. Differing from past studies concerned with talent identification merely from a work efficiency perspective, this study performs an analysis of the two dimensions of potential and skills, and develops an accurate work performance prediction model in order to help enterprises select talents with the most suitable skill set and potential. Because “skill” can be used to predict a person's level of work performance in a particular job, skill is a personal characteristic of potential showing a high degree of causal relationship with work performance. “Potential” is “an employee’s characteristics influencing the long-term development of that person”, or the “ability to adapt to a continuously changing business environment, and to keep oneself competent for increasingly complex roles”. Because of the rapid changes in the industrial environment, an individual is more able to adapt to the dramatic changes, in the environment. Therefore diagnosing one’s potential talent will become a critical success factor in the war for talents. In view of this, the purposes of this study are: 1. Construct a staff potential analysis model to serve as a basis to inventory staff potential; 2. Construct a staff skills analysis model, to serve as a basis to inventory staff skills. 3. Construct an analysis framework for the systematic analysis of the correlations between staff potential and staff skills to serve as a performance prediction model whose outcomes may offer references for talent development and talent retention. This study investigated a Taiwanese high-tech company as its research object, and first invited academic experts to participate in the industry-academe cooperation of this study to construct a staff potential analysis model and a staff skills analysis model. Next, the potential dimension and the skills dimension were combined in a two-dimensional model which established a fourfold typology derived from high/low potential and high/low skills, which sought to predict differences in work performance. This study investigated a sample of 203 executives and employees as study subjects. The results clearly demonstrated a positive predictive value of potential and specialized skills regarding work performance. The fourfold typology derived from high/low potential and high/low skills demonstrates significant differences in the prediction results for the four employee types. Clearly, the two-dimensional model of potential and professional skills can be used as a predictor of talent performance. Finally, the study discusses its main implications and research limitations, and offers suggestions for future research and management practice.