| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 101 === According to the study, over three-quarters of business owners worldwide are facing a huge challenge on attracting key skilled talents. More than half of all business owners have difficulties on retaining key skilled talents. Taiwan's industrial development in recent years is also facing challenges on enhancing competitiveness and attracting key talents. The short, medium and long term business strategies should be in line with talent strategy. It is a feasible method to establish systematic planning of talent management system as early as possible and to develop the structural indicators and define its priorities of talent development. In this study, we selected the domestic and foreign enterprises in Taiwan as two groups, targeted 40 experts with experience in talent management, through questionnaires and inquiries to sum up the indicators structure and breakdown of indicators of talent management in domestic and foreign enterprises. This study adopted Analytical Hierarchy Process (AHP) to analyze and prioritize the degree of importance of indicators. The results showed that the most important is talent management planning in the main dimensions of talent management indicators. The second is talent management implementation followed by the planning, and talent management operation and talent management development tied for third. Sort of indicators of the importance at the sub-dimensions in overall analysis, feedback and coaching, motivation and reward system, criteria of performance evaluation, implementation of performance evaluation and career development, are simultaneously ranked at the top three important indicators. The analyzing results of the ranked top three indicators at the sub-dimensions in Taiwanese enterprises are feedback and coaching, motivation and reward system, implementation of performance evaluation and review of appointment decisions. Yet the top three important indicators are the selection criteria, motivation and reward system and competency model establishment at the talent management planning level ranked among foreign enterprises. These findings can assist in understanding of constructions of talent management indicators and priorities in domestic enterprises and foreign enterprises, and provide practical directions of talent management to domestic and foreign enterprises in Taiwan. In addition, the researchers provide some relative suggestions for academics or practitioners based on the results of the study.
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