The Study on Transforming HR Organization Becoming Corporate Internal Strategic Partner for Taiwan Semiconductor Industry – The Case Study of “T” Company

• Main Authors: Lai, Tien-Hua, 賴添華
• Other Authors: Chen, Quang-Hua
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/83740732089965234653

碩士 === 國立交通大學 === 管理學院高階主管管理碩士學程 === 97 === The trend of globalization and competition in rapidly changing market resulting the work force development of firms. "People are the assets of enterprises" has been the common concept of most executives, talent has become one of the most important competitive advantages due to increasingly shortened product life cycle, product innovation and technical advances of the era. In order to maintain the business success and the creation of long-term competitiveness, war for talent become the key success factor today. Taiwan's enterprises should make use of the pace of this wave of globalization to accelerate the competitiveness and catch up with the progress of the world. Semiconductor industry has played an important role in contributing to Taiwan economic growth. Taiwan successful experiences also been copied, the rising economic power in China has became a potential treat to Taiwan economic competitiveness, our high-tech competitive advantage we proud of should be an important topic to address. Competitive advantages support business for its long-term success, and they created by corporate organization capabilities, the organization capabilities established by corporate talents, these are HR responsibilities and a truly test if HR can be a corporate internal strategic partner or not. The role of HR has transformed from traditional, conservative to a proactive, service-oriented and strategic thinking. HR should demonstrate its value through the role of corporate strategic partner. How can HR organization transform to be a corporate strategic partner? The paper study provide following conclusions: 1.In changing High-tech industry environment, HR organization should be ready to face the challenges and maintain a sense of crisis any time to prepare for the change. 2.Leaders are the key to successful change, successful organizational change requires strong leadership team also requires a clear vision and goals. The vision should be well communicated to internal and external colleagues for their support. 3.Successful organizational change requires employees’ full involve, it is important to create short wins to encourage and motivate the transformation. 4.Successful organizational change requires methods and steps, the key to sustain the transformation is to build the change elements into corporate culture. 5.HR value creation should tie with external business environment so as to be a real strategic partner. HR value is defined by external shareholders, customers, and internal line managers and employees. 6.HR organization should equip business sensitivity, link HR strategies with corporate short-medium and long-term strategy to create value to corporate business success. 7.HR organization to truly become strategic partners need to cultivate a professional team with leading edge knowledge so as to build a more competitive human resources advantage for corporation.