葉俶禎Yeh, Chu-Chen董濬嘉Tung, Jiun-Jia2025-12-092025-08-042025https://etds.lib.ntnu.edu.tw/thesis/detail/c92c14ae2f1aa3c3f91b7b305ec87c3a/http://rportal.lib.ntnu.edu.tw/handle/20.500.12235/124142noneIn the past, many studies have provided information about the structure and implementation methods of talent management in various countries, but there are few studies on talent management programs of local companies in Taiwan. This study uses qualitative research to explore the actual implementation results of a talent management program of a Taiwanese semiconductor company—Company A. The study went deep into 10 participants’ experiences, covering more than 65% of the program, and analyzed the ideas of the participants based on the five core functions of talent management, including attracting, selecting, engaging, developing, and retaining. This research found that companies can effectively attract outstanding graduates through competitive salaries and intensive pre-employment training, but unclear promotion channels and inconsistent development plans have greatly reduced retention rates. Finally, based on the above results, this study provides suggestions to Company A for optimizing its plan, including strengthening its employer brand image, diversifying its recruitment standards, and planning a clear career development path. It also serves as a benchmark of talent management for other companies.nonetalent managementcareer developmentpre-job training專業實務報告（專業實務類）