企業經營大都著重於五大關係人之間的關係，公司、股東、同仁、社會、環境，各公司選擇不同，經營方向也會因選擇而有所不同。
房仲市場競爭激烈，各公司對於服務流程創新不斷推陳出新，無不希望提升成交量，擴大市占率，但對於企業之本，用人政策各公司策略不同，有的專注人才培育，有的專注個同業之間的挖腳，以獲取公司的短期利益。
本研究以房仲業龍頭信義房屋為個案對象，分別以用人政策之選、訓、用、留，如何運用於人才培育之探討，以達到公司永續經營，並持續獲得社會、國家、亞洲及世界的認同。

Most of the enterprises focus on the relationship between five elements, companies, shareholders, colleagues, society, and the environment. A company’s operation model depends on how the relationship works in these five elements and different company will have different operation model.
Nowadays, the housing market is getting more and more competitive. All the companies in this market are desperate to innovate their service. Not only for the increase of transactions but also expand the market share. In order to reach these goals companies have different kinds of employee policy, some focus on talent training and some focus on headhunt to gain the company’s short-term interests.
This study takes Sinyi Realty Inc., the leader of housing market, as am example to study how to apply human resource management including talent selection, training, staffing and retention into a company’s operation model. Using these strategy to achieve sustainable development and gain recognition from society, country, Asia to the world.

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