| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 99 === Recently several enterprises are use to assisting the new employee with “the mentoring function” for adaption and quick learning to get involved in their enterprises . And also there’re some researches discussing about this issue. However, there should be an assumption in those is the person must be the formal employee of this company. Therefore, this research will be a case study which focuses on a foreign insurance company which has been for more than 20 years in Taiwan. The way they use of mentoring is different from others. They have started it from begining of recruit. It means that they will provide the level of management not only mentoring function but the estimate of the person whethere he/she may be the right one to take the job. That’s the reason why I did research deeply in it in order to know more about the system of recruiting and training.
In this case study, after using this function, the performance of new guys is obviously higher than other insurance companies. There’re some my person opinions to suggest them and it might help them to consider more. Firstly, the company should fully authorise for the level of management to choose the person who suits to work in this company and work out tightly to gain the biggest benefits. Secondly, the case study shows that the company insists the way of recruit, hence the cost and training time would be higher than others. They should measure the whole system more completely for developing organization and staff settle.
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