論ߵɛʑ༟͉ҳ༟᜕ᗇՓ度 **1
˖/ᑽҾᅆ 為鼓勵所有企業為員工技能的開發進行投資、建立組織人員核心能力的培養，以在全社會樹立終生學習與強化企業責任的觀念，因此，英國政府自西元1990年起，即戮力推動人才資本投資驗證制度(Investors In People,IIP)，更是為了因應歐市整合時期，以提昇英國的國家競爭力，故該項驗證制度可謂為是一項國家級標準的驗證，用以鼓勵組織透過有系統連結員工發展及企業營運目標，以改善組織績效的一種發展人力資源的驗證制度。 人才資本投資驗證制度 ɛʑ༟͉ҳ༟᜕ᗇՓ度 *OWFTUPST *O 1FPQMF
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݊ͦۃ˰ޢɪୋɓࡈ˲ਬɓٙɛ力ۜሯ᜕ᗇᅺdԨ˲ঐቇΥ行ุʿόᅼٙଡ଼ᔌfͦۃίߵஷཀႩᗇٙΆุଡ଼ᔌ൴ཀ
˸ɪdɽߒඬ͜了Όߵ勞力ٙɧϓdՉʕࡰʈ࿁ʈЪٙတจ度৷༺ ˸ɪdϾ࿁͊՟પਗவධᅺٙʮ̡dՉࡰʈٙတจ度ۆසߒ ̸̛f༈᜕ᗇՓ度ίߵપ行ٙᅼ̙͟ڌɓጕʘf Їߵִ݁પਗIIP᜕ᗇՓ度ᐏߧٙ利益ᄴࠦၾ度d̙͟ڌɚ০࿁ஷཀ᜕ᗇٙଡ଼ᔌd˸ʿהϞଡ଼ᔌٙˢ༰dהԶٙ數οጕʘɓɚd௰ᜑٙཀஷཀ᜕ᗇଡ଼ᔌʘࡈйࡰʈٙᐏ利൴ཀ了הϞଡ଼ᔌٙɤ࠴f 推動組織架構 IIP᜕ᗇՓ度ٙ೯ৎఊЗމߵIIPʮ̡(IIP UK. Corp.މɓ行݁جɛଡ଼ᔌÑNon departmental public body)dίߵԃʿҦᔖ(Dept. of Education & Skill, DfES)ٙ̂ʱબᛆၾ˕ܵɨ༶Ъٙଡ଼ᔌdΝࣛ၍理ɧࡈዹ立ዚᗫdܼ̍ᚥਪዚe᜕ᗇዚၾ೮錄ʘ၇ɿɛࡰዚeऎ̮બᛆఊЗഃfϤ̮d̻行ዚۆމɽۨʿ༨Ά᜕ุᗇʘਖ਼ࣩ፬ʮ܃dࡈIIP᜕ᗇՓ度પਗଡ଼ᔌݖνྡɓהͪj
結 語 IIPɛʑ༟͉ҳ༟᜕ᗇՓ度ᒱ್ೌجڭᗇ̙༆ӔהϞᗫɛٙਪᕚdШۍ̙пଡ଼ᔌνО༶͜๖ஷၾሜdڮԴʫɛࡰ༺Ց௰Գ͛ପ力ٙڌତdԴ勞eඬᕐ˙яତᕐᙊٙ҅ࠦfIIP᜕ᗇՓ度࿁ࡰʈeଡ଼ᔌeᚥ܄ɧ˙ࠦٙ益ஈνڌʞהͪj IIP᜕ᗇՓ度݊˸ଡ଼ᔌҳ༟ࡰʈd˸Չᐄ༶ᐶࣖٙྼਕ᜕މਿᓾdϙོ勵ଡ଼ᔌਗ਼ࡰʈൖމঐҁϓͦᅺԨܵᚃ不ᓙՙ൳ᐶࣖʘᝌdᗇ˸Ό᜕ٙᗇݖ來પ行ɛ力೯࢝dᆽྼϞпᜑҷഛߵٙ狀رf͟IIP᜕ᗇՓ度݊ක೯ࡰʈٙٝ識eҦঐ˸ୌΥΆุଡ଼ᔌͦᅺცӋٙɓධʈՈdમ行࿁ˢ༰Άุଡ଼ᔌٙᐄତرdၾཀIIP᜕ᗇόהᜑͪΆุଡ଼ᔌҷഛٙ劣ැձ͊來̙ঐٙ೯࢝ዚึהίd݂ஷཀIIP᜕ᗇᇍЪุd̙೯ઢΆุଡ଼ᔌᜊࠧٙ٤ගdආϾΪϤપਗΆุଡ଼ᔌٙҷிd˸Չᐄᐶࣖd不ස࿁Չᚥ܄ପ͛了͍ࠦٙΆุҖd͵ᜑͪΆุр力Ӌ௰ԳᐄՊᇍٙΆྡːfίߵΆุνঐஷཀIIPᅺdуᗇ༈Άุٙɛʑ༟͉ٙ೯࢝Ո௪৷ۜሯٙڦ͜ᗇdԨୌΥ̬ࡈࣨːͦᅺj ɓeࠋபjΆุଡ଼ᔌΌ力ҳɝ參ၾd˸וዄɛ力練ၾ೯࢝ٙΆุபd͜˸೯࢝ࡰʈٙᆑঐ˸ྼତΆุᐄ༶ٙͦᅺf ɚeྌj精ːྌeணࠇᜫࡰʈၾΆุΝ೯࢝ٙ˙جd˸ྼତʮ̡ਕͦᅺf ɧeਗ力jᗇΆุᆽྼՈϞ行ʘϞࣖٙɛʑ練ၾ೯࢝ӻdԨঐ˴ਗආ行ঐ৷ଡ଼ᔌᐶࣖٙࠇf ̬e൙ПjΆุ̙͜߅ኪ˙ج൙П̈ɛʑ練ၾ೯࢝ٙ܄ᝈࣖ؈d˸ʿ͊來ɛʑ೯࢝ҳ༟ٙცӋf ˸ߵIIP᜕ᗇՓ度ͦۃቇٙ͜ପุ來d೯ତ༈᜕ᗇՓ度तйቇ͜ʕʃۨΆุଡ଼ᔌʿਕุၾٝ識ପุdͦۃҢ͍࠽પ࢝ٝ識ପุၾਕପุٙචݬd̙參Ͻߵ༈᜕ᗇՓ度dʫપ行類Чٙॴɛʑ༟͉ҳ༟᜕ᗇࠇd͜˸ོ勵ΆุࠠൖՉ࿁ٟึeࡰʈٙபdпࣈ͏ٙʈЪᘩن
力ၾᎴැf° Ъ٫ତމৌྠجɛʕശ͏ᔖุ練Ӻ೯࢝ʕːӺࡰ
ڌɓ ஷཀ**1᜕ᗇʘߵΆุᅼ ࿚Ї 年 ˜ֵ
Άุᅼ Άุ數 ࡰʈᐼ數 ࡰʈᐼ數 ႊ率(%) Άุ數 (ࡰʈ數量) Цˢ(%) (ɛ) Цˢ(%) (Όࠇ) Ö5ɛ 1,230 ,285--- ±5~49ɛ 18,435 , ~249ɛ 12,113 ,275, ɛ˸ɪ 4,602 ,504, Υࠇ 36,380 1007,217,583100 °ڌͪᄣ̋度௰Ҟٙ領ਹ ڌɚ ஷཀIIP᜕ᗇʘଡ଼ᔌၾࡰʈᐏ益ᄴࠦ І利益率(profitability)ᄴࠦ來 ଡ଼ᔌ類ۨ ஷཀIIP᜕ᗇٙଡ଼ᔌ הϞٙଡ଼ᔌ ᐏ益ධͦ ቖਯϓڗ率 %%༟͉Դٙ͜Ϋజ率 %%༟ପ၍理ٙΫϗ率 %%І͛ପ力(productivity)ᄴࠦ來 ଡ଼ᔌ類ۨ ஷཀIIP᜕ᗇٙଡ଼ᔌ הϞٙଡ଼ᔌ ᐏ益ධͦ ̻ѩʈ༟(ߵᕀ) 17,26114,500ᔷሜᔖɛࡰุᐶ(ߵᕀ) 178,98586,769ࡈйࡰʈٙᐏ利(ߵᕀ) 18,5832,229೯࢝ضࠧjᗫߵIIP᜕ᗇՓ度ٙ歷̦೯࢝ཀdধ˸ڌɧᔊࠅ說ʘf
ڌɧ IIP᜕ᗇՓ度ضࠧ 年度 ೯࢝歷 gণᏝIIPᅺf 1990 g28ࡈ IIP Pilot ଡ଼ᔌܔ立˲ܔ立ۃ൙ᛠ˲ܔ立National Education & Training Targetsf 1991 gᄿعપਗᄿ܁IIPf 1992 gϓ立 IIP UK ଡ଼ᔌ dЇ1993年10˜1˚dʊϞ427ΆุҁϓIIP᜕ᗇ 1993 g1994年1˜25˚IIP͍όίߵપਗf 1994 gϣIIP week1994年10˜ᑘ行f g᜕ᗇΆุ൴ཀ300f 1995 gᏨীୋɓوIIPᅺdԨʮ̺อوᅺʘԴ͜f gϣ年度 IIP Award೯f g൴ཀ5000Ά᜕ุᗇf 1996 gWebsite ක༶Ъf gࠠːЇʕʃΆุ來પਗ IIPf 1997 g൴ཀ3000З൙ᄲʿᚥਪ參ၾપਗʈЪdܔ立ୋɓࡈIIPऎ̮બᛆΥߒd͍όዦɽ利ԭ༶Ъfg年度ݟ(12-15 month review option)Փ度ܔ立f 1998 g10000Ά᜕ุᗇf g"Building Capacity for 21 century"ٙӺ೯ତٟึၾΆุ࿁ IIPˀ݈ڢ੬͍ࠦf 1999 g2000年4˜13˚更อو(exist version) IIP ͍όᏐ͜f 2000 g20,000Άุʊ᜕ᗇf g更อpartnerՓ度dܔ立12ࡈήਜۜሯʕː(Regional Quality Center)ࠋப᜕ᗇʿʈЪf gᏐ͜ࡰʈေ፯ᅼۨ(Recruitment & Selection Model)f 2001 gIIP પᄿՑ14f g24%ٙߵఱุ勞力ѩႊ IIPʘɨf g2001年2˜dߵ༨Άุ(TNT)ᐏIIP᜕ᗇf g˸30 million п20,000ʕʃΆุ來͡ሗ IIP f 2002 g൴ཀ 50%ߵΆุ༶͜ IIP Փ度f gWebsitejhttp:// in people މϓ̌fӊ˜൴ཀ340,000ٙቡᚎ٫f g൴ཀ34,000᜕ᗇd26 millionߵ勞力ႊ IIPɨf g領ኬʿ၍理ᅼۨ( Leadership & management model )ʧୗ൴ཀ3000ٙΆุו諾f 2003 gʈЪ͛ݺᅼۨ(Work Life Balance model )ʧୗ 37ኬঘΆุf gܔ立ʕʃΆุݻ༔ၣ१ http://
ڌ̬ IIPɤɚධܸᅺʿࠅӋᗇኽ ו諾ࡡۆ 12ධܸᅺ(Indicators) ᜑͪᗇኽ(Evidence) organisation is committed 1a. Top management can describe strategies that they have put in place to support the development of people in order to improve the organisation’s performance(৷ච၍理to supporting the development ᄴঐࠑᗫҁٙɛ力೯࢝ഄ略) of its people (Άุו諾˕౪ɛ力೯࢝) 1b. Managers can describe specific actions that they have taken and are currently taking to support the development of people(理ɛ̙̈त֛ٙ行ਗࠇ˲˕౪೯࢝ɛ力) 1c. People can confirm that the specific strategies and actions described by top management and managers take place(ࡰʈঐᆽႩ৷ᄴהࠈٙഄ略ၾ行ਗ˸ʿ理ɛٙੂ行) 1d. People believe the organisation is genuinely committed to supporting their development(ࡰʈڦଡ଼ᔌঐɓٜΌ力˕ܵ˼ࡁٙ೯࢝) are encouraged to 2a. People can give examples of how they have been encouraged to improve their own performance(ࡰʈ̙ᑘ例˼ࡁ݊νОଡ଼ᔌོ勵̘ҷimഛІʉʈЪڌତ) prove their own and other people’s performance 2b. People can give examples of how they have been encouraged to improve other (ࡰʈོ勵ҷഛІʉʿՉ˼people’s performance(ࡰʈ̙ᑘ例˼ࡁ݊νОଡ଼ᔌོ勵̘ҷഛΝԫٙʈЪڌɛٙʈЪڌତ) ତ) 3a. People can describe how their contribution to the organisation is recognized(ࡰʈ believe their ̙ᑘ例說˼ࡁٙр力νОଡ଼ᔌڌ࿎) contribution to the organisation is recognized 3b. People believe that their contribution to the organisation is recognized(ࡰʈڦ(ࡰʈڦ˼ࡁ࿁ʮ্̡ٙᘠ˼ࡁٙр力ึଡ଼ᔌڌ࿎) ঐሧ識) 3c. People receive appropriate and constructive feedback on a timely and regular basis(ࡰʈуࣛટϗՑቇԨϞܔணٙΫᏐ) organisation is committed 4a. Top management can describe strategies that they have put in place to ensure equality of opportunity in the development of people(৷ච၍理ᄴঐ̈˼ࡁੂ行to ensuring equality of ɛ力೯࢝ዚึٙʮ̻ഄ略) opportunity in the development of its people 4b. Managers can describe specific actions that they have taken and are currently (Άุו諾ঐڭᗇɛ力೯࢝ዚtaking to ensure equality of opportunity in the development of people(理ɛ̙˸ึٙʮ̻) ࠑत֛ٙഄ略Ԩ˲˹諸ྼ行)
4c. People confirm that the specific strategies and actions described by top management and managers take place and recognise the needs of different groups(ࡰʈঐᆽႩ͟৷ᄴఊЗהࠈٙഄ略ၾ理ɛٙݺਗੂ行) 4d. People believe the organisation is genuinely committed to ensuring equality of opportunity in the development of people(ࡰʈڦΆุו諾ڭᗇɛ力೯࢝ዚึٙʮ̻) ࠇࡡۆ 5a. The organisation has a plan with clear aims and objectives(ଡ଼ᔌᏝ֛ɓࢁ˙০5. The organisation has a plan with clear aimูٙ˙ࣩ) s and objectives which are understood by everyone 5b. People can consistently explain the aims and objectives of the organisation at a (ΆุʊᏝ֛ɓࢁɽ都ঐ̂ʱlevel appropriate to their role(ࡰʈঐᙕᙑІʉίʮ̡ͦᅺ˙০ʕ֛ٙЗ) 了༆ٙ˙ࣩ) 5c. Representative groups are consulted about the organisation’s aims and objectives(ࡰʈૄ໊˾ڌ(จ見領ங)ίܔ立ଡ଼ᔌͦᅺࣛϞቇٙᅄ༔จ見) 6. The development of people is 6a. The organisation has clear priorities which link the development of people to its aims and objectives at organisation, team and individual level(ίଡ଼ᔌʕd不論in line with the organisation’s ଡ଼ᔌeྠඟၾࡈйaimٙɛ力೯࢝˙০dΆุѩঐϞᆽٙᎴනҏ) s and objectives (ɛ力೯࢝ঐԱኽʮ̡הཫಂٙ6b. People clearly understand what their development activities should achieve, ͦᅺࡡۆ) both for them and the organization(ࡰʈܘูή了༆ܣჿ༺ϓଡ଼ᔌձࡈɛٙ೯࢝ݺਗ) 7. People understand how they 7a. People can explain how they contribute to achieving the organisation’s aims and objectives(ࡰʈঐ༆ᙑ˼ࡁνОးʉʘ力༺ϓʮ̡ٙͦᅺ) contribute to achieving the organisation’s aims and objectives (ࡰʈูνО্ᘠІʉ̘༺ϓʮ̡Νٙͦᅺ) 行ਗࡡۆ 8. Managers are effective in 8a. The organisation makes sure that managers have the knowledge and skills they need to develop their people(ଡ଼ᔌᆽႩ理ɛϞԑٙਖ਼ุٝ識ၾҦঐ೯࢝ʮsupporting the development of ̡ٙɛ力) people (理ɛྼყ˕౪ɛ力೯࢝) 8b. Managers at all levels understand what they need to do to support the development of people(චᄴٙ理ɛ了༆ܣჿ̘ੂ行೯࢝ɛ力) 8c. People understand what their manager should be doing to support their development(ࡰʈঐᙕࠑ˼ࡁٙ理νОϞࣖٙ೯࢝˼ࡁٙᆑঐ)
8d. Managers at all levels can give examples of actions that they have taken and are currently taking to support the development of people(理ɛঐ說ʊੂ行ࡰʈ೯࢝ٙ௰ڐԫ例) 8e. People can describe how their managers are effective in supporting their development(ࡰʈঐ說理ɛνОϞࣖ˕ܵ˼ٙࡈɛ೯࢝) 9. People learn and develop 9a. People who are new to the organisation, and those new to a job, can confirm that they have received an effective induction(อආאอટਕٙࡰʈᆽڦટաՑeffectively (ࡰʈϞࣖ率ٙኪ୦ၾ೯࢝) Ϟܸࣖٙኬ) 9b. The organisation can show that people learn and develop effectively(ଡ଼ᔌঐᜑͪࡰʈϞࣖٙኪ୦ཀၾഐ؈) 9c. People understand why they have undertaken development activities and what they are expected to do as a result(ࡰʈ了༆˼ࡁίࡈ೯࢝ࠇྌהҲစٙԉЍ˸ʿהಂܙٙϓ؈) 9d. People can give examples of what they have learnt (knowledge, skills and attitude) from development activities(ࡰʈঐ說dɛ力೯࢝ݺਗʕd˼ࡁίਖ਼ุٝ識eҦঐၾ࿒度ɪኪ了Ԭ什ჿ) 9e. Development is linked to relevant external qualifications or standards (or both), where appropriate(ʫɛ力೯࢝ձ̮ᗫᗇࣣאᅺʝ連ഐ) ൙Пࡡۆ 10. The development of people 10a. The organisation can show that the development of people has improved the performance of the organisation, teams and individuals(ଡ଼ᔌঐ࢝ତɛ力೯࢝ܝdimproves the performance of the 不論ίࡈଡ଼ᔌeྠၾࡈɛٙڌତɪ都Ϟᚔʺ) organisation, teams and individuals (ɛ力೯࢝ҷഛଡ଼ᔌeྠඟʿࡈɛٙڌତ) 11. People understand the impact 11a. Top management understands the overall costs and benefits of the development of people and its impact on performance(৷ච၍理ᄴ了༆೯࢝ɛ力of the development of people on הϞthe performance of theٙ˕̈ၾᐏٙ利益Ꮄැ) organisation, teams and 11b. People can explain the impact of their development on their performance, and individuals the performance of their team and the organisation as a whole(ࡰʈঐܸ̈˼ࡁІ(ࡰʈ了༆ɛ力೯࢝ίҷഛଡ଼ʉၾྠඟeଡ଼ᔌίʈЪঐ力ڌତٙ೯࢝ΥϾމɓ) ᔌeྠඟʿࡈɛٙڌତϞପ͛ᅂᚤ)
12. The organisation gets better at 12a. People can give examples of relevant and timely improvements that have been made to development activities(ࡰʈঐᑘ̈ίɛ力೯࢝ٙݺਗʕdᗫٙҷഛྼdeveloping its people (ࡈଡ଼ᔌί೯࢝ɛ力ࠇɪd例) ڌତနɝԳྤ) ڌʞ IIP᜕ᗇՓ度ٙᎴᓃ ࡰʈ利ʘஈ Άุ利ʘஈ ᚥ܄利ʘஈ gʈЪϓఱชʿʈЪတจ度(94%) g更Ϟᘩن力(70%) g更Գᚥ܄ਕ g良λٙʈЪᐑྤ gᐏ更Գٙ利ᆗၾ͛ପ力 gᚥ܄တจ度ٙʺ(94%) gʈЪঐ力ႩΝdϞ˸೯࢝ٙ٤ග gᐏϞਗ力˲׀༐ٙࡰʈၾྠඟgڦΆุϞတԑՉცӋٙঐgԒމϓ̌ΆุٙɓࡰdϾၾϞଓ gᐏ৷׀༐度ٙᚥ܄ 力 g更ԳʈЪ๖ஷ g降Эϓ͉ၾฦ̰ gΆุҖ gᏍпᐄ٫ቇᏐᜊࠧ
