1997年麥肯錫即預告企業人才爭奪戰即將開打，台灣也不能倖免。人才爭奪的對象，已不再是侷限地域、產業，而是成為國與國間，乃至全球化的人才爭奪。各公司已體認如不在徵選、培育、用人、留才、工作環境及制度面，去強化人才管理，將會讓公司置身於嚴重的人才短缺問題。如何落實執行良好的人才管理，已是許多CEO心中最重要的任務。
由於台灣高科技產業蓬勃發展，企業間相互競爭劇烈，促使人才戰爭更趨白熱化。人才是公司最重要的資產，如何吸引、留置人才，讓他們得在組織內成長並帶動組織的成長，已成為企業經營最重要的課題。
本文以三家榮獲國家人力創新獎的高科技廠商為研究對象，並運用紮根理論的質化研究方法，探討受訪廠商為何要導入人才管理、施行對象、辨識人才方法、導入時程、作法、所遇到的困難、人才管理系統的必要性及人才管理帶來的成果等。
研究發現：1.公司導入人才管理，需將人才管理策略及目的與公司經營策略緊密連結。2.人才管理推行對象，建議先從高階主管著手，再逐年往下展開。3.人才篩選標準，績效是最重要關鍵指標，大多再搭配公司核心能力、管理能力或潛力等。4.已建置職能或共通能力指標，在篩選人才上會比較聚焦及客觀，並可連結到個人及組織績效，亦要讓同仁知道要如何努力才能進到人才庫中。5.選才是人才管理之始，除專業能力外，受訪公司大多以職能指標或文化適合度來篩選。6.導入期如有CEO的強力支持，人才管理所遇到問題都可迎刃而解。7.人才管理系統在剛導入的企業中，有無系統，並非成功的主因。8.人才管理的成果指標，有領導潛力、績效、貢獻、能力成熟度、潛力、離職率等。

In 1997, McKinsey & Co. predicted that the war for talent was about to be unleashed, and Taiwan would not be able to escape. The fight for talent was no longer restricted by region or industry, but would transcend national boundaries, becoming a global battle. Individual companies already recognize that if they do not strengthen talent management in recruitment, development, employment, retention, work environment and structure, they will be faced with the issue of a serious talent shortage. The question of how to implement the best talent management has already become the most important task for many CEOs.
Due to the rapid development of Taiwan’s high-tech industrial, companies face severe competition amongst themselves, translating into a very heated competition for talent. Skilled employees are a company’s most important asset, and how to attract and retain talent, allow employees to grow within the organization and bring about organizational growth has already become the most important issue for companies.
This paper examines three Taiwanese high-tech companies that received awards for National HRD InnoPrize, and utilizes a grounded theory method to probe into how these companies implemented and executed talent management, defined its approach, timeframe, difficulties faced, the necessity for a talent management system and the successful results it brought, etc.
The research produced the following key findings: 1) A close connection exists between a company’s talent management strategy and its buisiness strategy. 2) It is recommended that the promotion of talent management start with top management and proceed down from there. 3) For talent selection standards, performance are the most important key indicators, and mainly coincide with the company’s core competency, managerial competency or potential, etc. 4) Established competency model or key behavior index make the hiring process more focused and objective, and can be linked to individual and organizational performance, and let employees know how their efforts are included in the talent pool. 5) Talent management starts with talent selection, but in addition to professional skills, the visiting companies generally look at core competency or cultural-fit in their selection. 6) If there is strong CEO support in the entry stage, problems that talent management faces are quickly solved. 7) In companies that just implemented a talent management, not having a system is not a factor for not being successful. 8) Talent management performance indicators include leadership potential, performance, contribution, competency maturity, potential, and turnover rates, etc.

中文部份
一、論文、期刊
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李美智（民95），人才管理（Talent Management）實務之調查研究，國立中山大學人力資源管理研究所碩士論文。
林文政（民95），留住頂尖員工的新關鍵字“人才管理”(Talent Management) ，人才資本雜誌。
周日耀（民96），員工對組織實施人才管理制度之認知與個人才能發展、離職傾向及生涯發展之關聯性探討－以個人成長需求為調節變項，國立中央大學人力資源管理研究所碩士在職專班論文。
唐春生（民95），管理才能培訓與績效之關聯性 (國內C航空公司個案研究) ，東吳大學企業管理學系碩士論文。
黃家齊（民91），人力資源管理系統與組織績效─智慧資本觀點，管理學報，19（3），415-450。
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鄭世婷（民94），儲備幹部管理才能發展制度之研究，國立中山大學人力資源管理研究所碩士論文。
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二、雜誌、網站、講義
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美商惠悅2009亞太區企業人力規劃調查
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薛光揚（民97），Manager Today經理人月刊(2008-01-01)
三、書
Anselm Strauss, Juliet Corbin原著 ; 吳芝儀，廖梅花譯 。《質性研究入門 : 紮根理論研究方法》。濤石文化。民國90年。
Anselm Strauss, Juliet Corbin原著，徐宗國譯，《質性研究概論》，巨流。民國87年。
吳萬益，企業研究方法，第 91-97 頁，台北，東華，民國94年。
葉至誠、業立誠，研究方法與論文寫作，第 214-217 頁，台北，商鼎，民國88年。

英文部份
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