本研究是以人力資源發展理論與趨勢為基礎，並參考業界的作法，探討中華郵政如何建構人才發展體系，提升人力素質，強化企業競爭力。 人才發展體系可歸納出功能及執行二個構面，其中功能構面包含訓練體系、訓練藍圖、職涯發展路徑及人才庫；執行構面包含學程學分制、學習管理、個人發展計畫及訓用合一等。而推展人才發展體系關鍵成功因素有三，一是擁有成熟訓練經驗的統籌單位；二是單位合作分工，與實務緊密結合；三是透過資訊科技整合運用。 在建置的步驟上依序為分析組織人力與人才需求；分析訓練與發展需求；規劃訓練體系架構及訓練學習藍圖；針對個人及組織發展建構員工職涯發展資訊與路徑及人才庫機制；以資訊系統將各項作業做系統性整合；透過個人發展計畫及學程學分制度強化人才培育效能。 建置人才發展體系所產生的效益如下： 1.建置訓練體系及訓練藍圖：從公司角度，依員工職務性質規劃學習內容，提升訓練成效；從員工角度，主動規劃個人年度學習，獲得期望的工作技能與成長；從主管角度，緊密結合育才與用才，提升部門績效；從訓練規劃角度，有效簡化作業與縮短流程。 2.建置職涯發展資訊與路徑：對公司，能支援組織的發展與活化人力資源；對員工，能有清楚的發展方向，提昇工作的動力與滿足感；對主管，能有效發揮部屬的潛力並增加人力配置的彈性。 3.建置人才庫：對公司，有計畫的培育關鍵人才，有效支援組織中長期之策略性發展；對有高潛力的員工，能感受到有很好的職涯發展，更願竭盡所能為公司打拼。 / The research is based on theory and trends about development of human resources. Referring to actual practice in the field, the research will discuss how to construct people development systems, to enhance quality of human resources and to strengthen enterprise competitiveness in Chunghwa Post. People development systems can be concluded into functional and executive dimensions. The former includes training system, training map, career development path and talent pool, and the later contains program and credit system, learning management, individual development program & combination of training and employing. To promote people development systems successfully, there are several critical factors. Except owning an overall planning department with mature training experience, every department should work together and combine the work closely with practical experience following by integration of information technology. Building steps for the system following with analysis of manpower and talent needs, analysis of training development needs, plan for training structure and learning map, construction of staff’s career development path and talent pool mechanism in connection with personal and organizational development, integration of every operation by information system, and reinforcement personnel training performance through personal development plans and program & credit system. Generated benefits from the above steps are as below: A.Buildup of training structure and learning map: from the company’s angle, it enhances training effectiveness if the learning program designed by staff’s duties; from the staff’s point of view, they will obtain the desired working skills and growth through its annual personal learning programs; from the supervisor’s point of view, it closely connects talent use and cultivation, enhancing sector performance; considering the training plan, it simplifies operations and shorten process. B. Buildup of career development information and path: for the company, it supports organizational development and activated human resources; for the staff, it provides clear directions, as well as promoting work motivation and satisfaction; for the supervised, it effectively develops the staff’s potential and increase flexibility of placement. C. Buildup of talent pool: for the company, it cultivates key personnel, efficiently supporting medium-and-long-term strategic development, for the high-potential staff, it feels good career development, pushing them willing to work as hard as they can to the company.

現代社會必須解決的公共問題性質相當複雜，不僅問題難以釐清、問題的範疇難以界定，解決問題的方案難以取捨、政策利害關係人的態度及意見亦不容易整合。基於上述種種原因，政策制訂者在政策制訂過程中除了需要幕僚人員與政府相關部門提供政策資訊外，政府部門外圍的智庫亦是重要的諮詢對象。 本論文首先介紹智庫的意涵、發展歷史與相關組織，界定智庫的定義與範圍。其次，分析美國智庫在政策制訂過程的活動，透過具體個案瞭解美國智庫在政策制訂過程中扮演的角色與發揮的影響力。再其次，探討國內智庫的發展，以「台灣智庫」、「國策研究院」、「國策研究基金會」為個案研究對象，透過訪談智庫執行長，瞭解國內智庫在政策制訂過程中扮演的角色與發揮的影響力。除此之外，國會是國家政策制訂的重心，透過訪談立法委員瞭解其與國內智庫的互動及其對國內智庫扮演角色的看法與發揮影響力之評估。 最後，綜合研究美國智庫的心得、國內智庫執行長與立法委員的看法，為國內智庫未來發展提出建議。 關鍵字：智庫(Think Tanks)、人才庫、旋轉門、影響網絡、議程設定、政策辯論、政策諮詢、策略聯盟。