Please use this identifier to cite or link to this item:
Who’s Next? Selecting and Training Successors in Profit Center Business Units.
Ryan Shuwei Hsu
"Sustainable development" is one of the purposes of enterprise management. Enterprises operate in the competitive environment of global market. Facing the needs of growth and development, it is necessary to invest considerable resources in the selection and cultivation of talents, among which the selection and cultivation of successors are more important. These people are the important cornerstone of the enterprise to achieve the future, and they are also the leading group leading the enterprise to grow and thrive. However, how can an enterprise formulate a selection mechanism for succession candidates, find these important and most valuable successors, and how to formulate a succession cultivation plan, so that institutions can cultivate suitable successors and become future leaders through the implementation of such standardized mode and efficient process. These issues are key to promoting the succession plan. The selection and cultivation of successors has always been an important issue in the management of Taiwan enterprises. However, apart from family enterprises, there are few succession plans for such high-level executives. In the absence of a standard evaluable selection system and a complete and implementable training plan, there will be great worries in talent management. In order to achieve the goal of sustainable development of enterprises, enterprises should implement the management of talents and the implementation of succession plans, evaluate and select suitable successors, formulate different training plans for different successors, and carry out talent retention with differentiated talent retention system. Moreover, the performance of these successors should be regularly inspected, so as to have the opportunity to cultivate qualified and excellent enterprises The talent. In addition to the training and coaching role of the head of the public institution, the support and assistance of the top management and logistics administrative team to the plan are indispensable. This paper will take an information service enterprise listed in Taiwan as the case study object. The company has been operating for more than 20 years and has about 3500 employees, ranking among the top 100 service industries in Taiwan with more than 30 services, 000 enterprise / institutional customers, covering three regions across the Taiwan Strait, Asia and Europe and the United States; acting as the agent and distributing more than 70 products, he is the primary partner of many international level original factories, and the combined revenue in 2019 is NT $22 billion. More than 2 / 3 of the enterprises have more than 15 years in charge of public institutions, and they are all promoted from the grass-roots level all the way up. Only through continuous learning and cultivation can they achieve today's achievements. Therefore, it is helpful for enterprises that want to develop succession plans to study how to select and cultivate successors.
|Appears in Collections:||學位論文|
Files in This Item:
There are no files associated with this item.
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.