VUCA時代之人資策略─以電機企業轉型為例

Abstract

在COVID-19疫情衝擊下，造成全球供應鏈重組、商業模式與消費者行為的改變，促使台灣製造業積極擴廠來提高產能，進而導致各產業皆面臨人才與勞動力不足的困境。特別是傳統電機產業遭遇半導體等科技業的挖角技術人才，以及服務業、工程營建業的爭奪勞動人力下，人才人力不足的問題若無法解決恐將影響企業的永續發展。 故本研究將文獻探討分成COVID-19疫情對於產業聚落、對供應鏈、對求職者心態以及對人資策略的整體影響，並以傳統電機產業為例，探討其在COVID-19疫情之下面臨的白領技術人才、藍領勞工人力短缺問題，以及年輕人對於傳統產業的就業意願下降和企業內部人才培育斷層問題造成對企業的影響。 研究結果發現COVID-19疫情過後，人才及勞動力不足的問題並未隨之結束，反而變成常態性問題，而且環境快速變化，VUCA成為新常態。尤其是傳統電機產業面臨半導體產業的激烈搶人、搶才，企業經營高層及人資主管必須站在新世代年輕人的思維來擬定「VUCA時代的人資策略」，從建立雇主品牌、推動員工價值主張出發，在選才、育才、用才、留才四個構面分別提出對策，以解決人才和勞動力短缺問題。最後並對最難以薪資來抗衡的半導體產業挖角，提出傳統電機產業可採取的人資策略。

Under the impact of the COVID-19 pandemic, global supply chains have been reorganized and there have been changes in business models and consumer behavior. Therefore it has prompted Taiwan's manufacturing industry to actively expand its production capacity, which in turn has led to a shortage of talent and labor force in various industries. Especially in the traditional electrical machinery industry, there has been fierce competition for technical talent from the semiconductor and other high-tech industries, as well as for labor force from the service industry and engineering and construction industry. Failure to address the shortage of talent and labor force could have a negative impact on the sustainable development of business. Therefore, this study divides the literature review into the overall impact of the pandemic on industry clusters, supply chains, job seekers' attitudes, and HR strategies, and takes the traditional electrical machinery industry as an example to explore the shortage of white-collar technical talent, blue-collar labor force, and the impact of declining interest in traditional industries among young people, as well as the impact of the gap in talent cultivation within the company. The research results found that the problem of talent and labor shortages did not end after the pandemic, but became a chronic issue. And with rapid environmental changes, VUCA has become the new normal. Especially for the traditional electrical machinery industry, which is facing ferocious competition for talent from the semiconductor industry, business executives and HR managers need to incorporate the mindset of the younger generation in developing “post-pandemic HR strategiesˮ. Starting from establishing an employer brand and promoting employee value propositions, strategies are proposed in the four dimensions of talent selection, cultivation, utilization, and retention to address the shortage of talent and labor force. Finally, HR strategies that traditional electrical machinery industry can adopt to counter talent poaching by the semiconductor industry are proposed.