企業傳承「人才梯隊模型Oright Model」-以A公司為例

Abstract

中文摘要 「一個企業成功與否，取決於領導人卸任後公司是否能繼續成長」，然「創業維艱、傳承不易」，一代創業艱難、而二代接班更困難，唯有具備「人才梯隊」才是企業永續之保障。陳忠仁教授說:「管理沒有真理，只有合理」，人才管理的合理性是以「供給」、「需求」與「競爭」而定。而企業無論是在生命週期之任何階段，對優秀人才始終有很高的需求，而外部空降人才常受限於文化適應與團隊問題而難以發揮。因此，一套完整的內部接班機制以挖掘並培育未來領導人對企業而言就是它提升競爭力與生生不息之基石，於是成功的公司都有自己一套「人才梯隊計畫」與「領導力培養體系」。國內外對於企業傳承有不少問題探討、課程教授與文獻研究，但缺乏一套可應用於不同產業、不同企業的人才梯隊模型可落實執行，藉以解決企業傳承的痛與需求。 於是「人才梯隊模型Oright Model」因應而生，它是一套科學化、量化、標準化的企業傳承-人才梯隊建置模型，它釐清許多企業傳承與接班管理上之盲點並提出解決方案以協助企業成功交接班。Oright Model可適用於各不同國家、不同產業、不同公司與不同規模之企業，因為它的基礎是人性、心理學與組織行為等科學，且有信效度高之MAP管理能力與性格評鑑搭配使用。 本論文研究對象是台灣一家員工人數超過5000人，營業額超過200億之交通業A公司，研究時間為2020至2022年底，所使用之研究架構為: 人才梯隊模型Oright Model六大步驟: 1.組織職位Organizational Position；2.職位標準設定(量化)Requirement of Position；4.高潛人才遴選Identify High Potential；5.職位標準與高潛人才差距分析Gap Analysis；5.人才培育Hipo Development；6.人才梯隊追蹤與評估 Tracking Result。 研究結果發現在人才梯隊模型Oright Model導入後，A公司2年內屆退職者有接班人的比率從25%提升到75% (關鍵職位從後繼無人到每一個職位有2至4位不等之接班候選人，且有75%潛力接班人可在兩年內接任)。另外，根據A公司總經理、董事長、人資主管、交班人、接班人等之意見反饋調查發現他們對人才梯隊模型Oright Model的滿意度為92%。愈來愈多因推薦而來願意付費接受人才梯隊輔導之企業，因為Oright Model具備以下好處: 1.「職位典範標準」完整、客觀、具體且「量化」，以使企業主信服；2.應用於人才梯隊模型Oright Model五大步驟之MAP管理能力評鑑可以幫助企業客觀選才與人才盤點；3.因有量化之職位標準，故接班準備度%與接班時程之計算相對精準；4.有一套完整的人才梯隊模型可遵循以解決內部人才不足之接班問題，達到預期效益。

ABSTRACT "The success of a company depends on whether the company can continue to grow after the leader step down. “To start up a business is difficult, however, to continually success for the successor is even more challenged". Therefore, a through mechanism for selecting and cultivating future leaders is the guarantee for the sustainable operation of the enterprise. It helps the enterprise to have an endless supply of talents and improve the competitiveness of the enterprise. Therefore, successful large companies have their own "Talent Management Plan" and "Leadership Training System". There are many discussions on corporate inheritance, course teaching and literature research, but lack of a set of talent management models that can be applied to different industries and companies to solve the pain and needs of corporate inheritance. Therefore, the "Talent Management Plan “Oright Model" was born accordingly. It is a set of scientific, quantitative, and standardized enterprise inheritance-talent management model. It clarifies the blind spots of many enterprises succession management and proposes solutions to assist enterprises successful handover. “Oright Model” can be applied to different countries, different industries, different companies and enterprises of different sizes, because its foundation is human nature, psychology and organizational behavior. The object of this study is a company A in the transportation industry in Taiwan with more than 5,000 employees and a turnover of more than 20 billion. The research time is from 2020 to 2022. The research framework used is: The six steps of the Oright Model are: 1. Organizational Position; 2. Requirement of Position; 3. Talent Selection -Identify High Potential; 4. Gap Analysis- Position standard and high potential gap analysis; 5. Hipo Development-Talent Cultivation; 6. Talent echelon tracking and evaluation Tracking Result. The results of the study found that after the introduction of the talent management-Oright Model, the rate of successors within Company A increased from 25% to 75% (each key position has 2-4 potential successors, and there are 75 % potential successors can take over at any time within two years. Also according to the statistical survey of company A's general manager, chairman, human resources director, successors, etc., it is found that their satisfaction with the talent management model Oright Model is 92%. And, more and more companies are referred to participate and build their own companies’ talent pool by “Oright Model”. It is because the talent management “Oright Model“ has certain value to the enterprises, for example: 1. "Position model standard" is complete, objective, specific and quantifiable, which can convince the business owner; 2. MAP- management Assessment of Proficiency is a very powerful assessment tool in position standard setting, talent selecting and development ,MAP is an important successful factor for talent management system and talent pool management; 3. Due to the quantitative standards, the calculation of succession readiness % and succession schedule is relatively accurate; 4. There is a set of talent management model can be followed to achieve expected benefits and solve internal talent shortage and succession challenges.