柯承恩臺灣大學：國際企業學研究所雲珩Yun, HerngHerngYun2007-11-282018-06-292007-11-282018-06-292007http://ntur.lib.ntu.edu.tw//handle/246246/60426找對了人上車，把不適合的人請下人車，安排對的人坐在正確的位子上。(摘自柯林斯2001所著: 從A到A +)。 不論是面對接班人問題或內部職位出缺時，企業如果拔擢不適任的人擔任領導者，則其後果往往是企業所無法承擔的。而是否能成功的落實接班人計劃，其關鍵在於是否有一個有效且較完善的機制來運作。而發展一套有效的流程不僅僅只是挑選一種篩選的工具而已，其他成功關鍵因素還包括企業組織發展的程度、定義清楚的能耐指標、當事人的積極參與、高階主管的支持以及對投資於人才培育發展的承諾。 本個案主要是探討個案公司之中階管理階層領導能力評鑑的過程，對照於公司所定義之能耐指標間之差距。而建議當事人發展方向以符合公司整體業務發展的策略。“Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Jim Collins, Good to Great. 2001. When facing the succession issue or internal job vacancy, business cannot afford to promote the wrong person. Should there be an appropriate methodology make a significant difference in the successful implementation of succession planning in an organization. Developing an effective process is more than just a tool selection, it should also consider the readiness of organizational development, clear competency model, individual involvement and management’s support and commitment on investment re people development. The study examines the process of profile reviewing, based on company’s competency compass to find the gap between individual behavioral vs. company’s competency requirement. And propose the follow up development direction to individual aim to close the gap.TABLE OF CONTENT ACKNOWLEDGEMENT ii 中文摘要 iv THESIS ABSTRACT v TABLE OF CONTENT vi LIST OF FIGUARE vii LIST OF TABLE viii Chapter I Introduction 9 Chapter II Literature Research 10 A. The importance of succession management 11 B. The Theory Behind Talent Selection & Talent Development 13 C. Basic concepts of Assessment Center 14 CHAPTER III METHODOLOGY 17 A. The Use of Assessment Center 17 B. Formulation of Assessment Schemes and Success Profiles 18 C. Who are the Assessors? How are they Equipped? 25 D. Validity of Assessment Results – 28 E. Assessment Centers: Primary Objectives and Secondary Benefits 30 CHAPTER IV CASE ANALYSIS 31 Scene 1 – Definition of Leadership 33 Scene 2: Activity Program: 36 Scene 3: The Candidates 41 Scene 4: Strategic Talent Review 45 Scene 5: Individual Profiles and Development Plans for Group A Candidates 47 Scene 6 Living with the Consequences of Assessment 59 Chapter V Finding and Discussion 61 Reference 64269355 bytesapplication/pdfen-US評鑑中心接班人計畫Assessment CenterSuccession Managementthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60426/1/ntu-96-P94746017-1.pdf