||In recent years, Taiwan's banking industry for effectively exploring new international markets and creating new businesses. In addition to actively seeking the support and lifting the prohibition of government policies. The most essential key of expanding global business depends on the Global Talent Management. Meanwhile, Taiwan banking industry towards to multinational development and emphasis on diversify business strategy of "globalization" and "localization". Specific training and management for global talent, relevant to the effectiveness of global distribution and multinational business promotion. Therefore, the process of multinational banking business development, "strengthening Global Talent Management" is the most important HRM strategy .|
Journal reading for the first stage results in Taiwan banking industry of global business status and development .This study found that most of the domestic studies of the study on KSF and behavior are few. Consequently, this study will fill the gap between the practice and theory of global talent management. Furthermore, it can be the indicator of Taiwan multinational banking global talent management.
This study is based on journal reading and application of Delphi Technique. The experts answer questionnaires in two rounds to construct measuring factors and transform them to analysis structure on AHP, then, analyze the importance and relative weight of factors through AHP questionnaires. The following points are the brief result:
1. After two-round of expert interview on Delphi Technique, this study concludes twelve micro-items on analysis of “The Study on The Key Success Factor about global talent management of Taiwan Multinational Banking” These items include: “Phased Challenging Task Assignment and Rewards," "Providing Complete Talent Promotion Plan," and" Proper Allocation of Talent.” .
2. Among the three items of this study, all experts examinees prove that the weight of “Strengthen on talent inner achievement motivation” with highest at 51.3%; “Talent Engagement on Business Goals” at 26.6%; “Establish Completed Talent Performance for Management Process” at 22.1%.
3. In this study, find result that the relative weight of twelve evaluation micro-items derived from three aspects, “Innovative Value Award System” at 17.0%, “Build Up a Hierarchy of Needs Incentives” at 12.9%, “Executives' Attention and Support” at 11.7%.
4. Finally, this study intend to propose research finding and concluding remarks over twelve evaluation micro-items derived from three macro global talent management items.