The study of enterprise successor’s selection and cultivation

• Main Authors: Chia-hsin Chen, 陳佳炘
• Other Authors: Bih-Shiaw Jaw
• Format: Others
• Language: en_US
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/9647p2

碩士 === 國立中山大學 === 人力資源管理研究所 === 103 === The 21st century is the knowledge economy era, in the environment which emphasizes the strategic competition and business change, human resource management and development have become very important management issues. The most important resource for a business is “talent”. To win the battle in the business arena, organization must learn to cultivate and retain talents, thus to fulfill the future elite demand for the business. However, that is not all to win. To make and implement a succession planning and build up the elite dream teams are the keys to keep business continuity. Succession planning at all levels in many foreign organizations has become more and more developed and systematized. Talent management has long been a benchmark of enterprises as a primary development goal. “Succession planning” has become an important issue which decides whether the Taiwanese enterprises can lead to the next decade. However, sometimes this issue is very sensitive and obscure to put into discussion among Taiwanese businesses. Although part of Taiwanese enterprises has attached importance to the succession planning, they don’t have the integrative and specific concepts and plans for successors’ selection, training, retention and development. Based on the above research motivation, through literature review, this study summarizes management succession planning system of GE and IBM as well as compares with the current operation mode and implementation status of the talent management system from a domestic case in providing a comparison research. The majority way of successor selection is still subjective by the leaders among most of Taiwan SMEs and yet establishes the systematic training development. In addition, due to the small scale of enterprises and lack of development platforms, causes the shortage of mid-level talents crisis. Through the comparison of benchmark business succession planning with the local case company, suggested that SMEs require a settled corporate vision, supports from executives, analysis of key positions, a straightforward successor selection system, establishment of candidate profiles, and a complete and effective training program to retain the talents in the long term and sustain the development of enterprises. Key words: succession plan, successor selection, successor cultivation and development