台灣企業之永續人才管理實務─ 以台積電及玉山銀行為例

Abstract

新冠疫情(Covid-19)的劇變促使企業重視全人關懷，為員工提供涵蓋工作與非工作領域的全面照護。聚焦人才永續，成為後疫情時代從生存轉向興業的關鍵。 本研究使用個案研究法，以台積電及玉山銀行為對象，使用宏觀、中觀與微觀的管理工具，以及全人工作的新時代觀點文獻為通篇架構，透過二手資料的整理與訪談的補充，以永續人力資源功能分析兩者於工作、生活及健康面向的員工協助方案，並進行跨個案比較彙整異同，發現其皆擁有創新導向、人才為本的核心理念，著眼知識管理與留才，由上而下推展變革，而主要措施分別為：台積電實行合理公平的獎酬制度及落實安全文化；玉山銀行積極打造彈性的工作條件予女性員工及科技聯隊。 最後，參照海外企業新常態，反思台灣企業且須突破的不足之處：第一、全人工作環境的落實有待領導人開放心胸，主動推動變革；第二、組織需設置即時、有效且透明的溝通機制，促進雙向溝通，呼應世代價值；第三、管理模式應從傳統監管方法轉為教練式領導，始於信任與賦權，實踐永續人才管理；第四、企業應當持續推動數位轉型，以科技賦能，培植永續的核心競爭力。期許本研究成果能幫助台灣企業從自身資源與能力出發，建立個人與組織韌性，與世界接軌。

The rampaging of the COVID-19 pandemic has unexpectedly precipitated the mainstreaming of the “whole-person work” ideal, encompassing wellbeing, equality, diversity and inclusiveness (wellbeing & EDI). As corporations endeavor to provide employees with holistic care across work and non-work domains, talent sustainability is pivotal to the transformation from surviving the crisis to thriving in the post pandemic era. The present research is an in-depth case study of two leading Taiwanese companies, TSMC and E.Sun Bank. Adopting an overarching theoretical framework of the post-COVID changing values of wellbeing & EDI, the practices of talent sustainability were examined at the macro, mezzo, and micro level of business and management. The main sources of data were secondary, including open documents, corporate archives, and media reports, supplemented with interviews with HR managers. We found that both organizations systematically provided a myriad programs supporting employees at work, balancing life, and promoting health. All these resources are invested to sustain human resources, though each organization had somewhat different emphases. Both companies upheld innovation and human-centeredness as core values, emphasized knowledge management and employee retention, and initiated top-down organizational changes with a forward-looking vision. However, TSMC relied on fair and competitive compensation policies, while building the safety culture as the industry benchmark. E.Sun Bank dedicated to building a positive and flexible work environment for their majority female employees and the newly introduced information technology team. We further drew on takeaways from the overseas benchmark companies to inform the local firms in addressing the management challenges of the post-pandemic era. First, the proactive and open-mindedness leadership to change is the key to building the whole-person workplace; Second, the transparent, prompt, and effective communication mechanisms is pivotal for the two-way exchange of values and opinions; Third, the traditional control supervision need to be replaced with the coaching leadership, basing on trust and empowerment; Fourth, digital transformation should be utilized to enable the cultivation of core corporate competences. It is hoped that the findings and discussions will inform the Taiwanese companies ways to build and strengthen resilience, while making the best use of their resources and capabilities to compete at the world stage.