因應金融科技(Fintech)發展，金融業人才轉型研究 ─以A金控公司為例

Abstract

本文探討台灣金融業者為因應金融科技發展趨勢，在擬定人才轉型策略時應採取的方向，並以A金控公司作為個案研究對象。 在以SWOT分析A金控公司之三大子公司銀行、證券、保險分別在面對金融科技浪潮下的業務轉型方向與市場定位後，再檢視其目前對於人才轉型需求之相關規畫，本文針對個案金控公司的人才轉型計畫提出三大建議： (1)以C-SOP理論架構進行轉型制度規畫、 (2)人才轉型計畫的訂定應為集團綜效思考、 (3)建立輪調制度並善用新進員工之數位能力優勢。 以解決業務發展策略與人才轉型計畫間的衝突、數位金融部門在跨部門溝通困難、及資訊科技人員較難融入金融業生態等問題。

This thesis studies organizational talent transformation strategy for financial holding companies in Taiwan facing the challenge of digital transformation, and uses the case study research method to develop an organizational talent transformation suggestion plan for financial holding company A. By conducting a SWOT analysis for company A’s major subsidiaries─banking, securities, and life insurance company─and examining its existing human resource management plans, this thesis proposes that: (1) company A should make its transformation plan under the C-SOP structure, (2) the talent transformation plan should be built from the aspect of the whole group, and (3) strengthen the rotation plan and utilize junior employees’ strength in digital capabilities to alleviate the conflicts between business development and digital transformation.