第六章 結論、建議與未來研究
第三節 未來研究方向
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三、職稱分級的困難度
本研究嘗詴以職稱分等級，期望可以依職稱不同分析強度和專家，例如
經理一定比專員更有權力更有人脈強度更強；在職稱分析即使很清楚知道經理和助理即 使年限是一樣的，但在人才經驗度一定不一樣，或不同階級下的員工數權重會不同。但 卻因各企業內部的職稱分階沒有標準化，例如經理、襄理與協理在各企業很難判定高低 階。本研究有數百個職稱，雖曾嘗詴分類，卻沒有強而有力的依據及驗證，最終捨棄。
四、系所 Mapping 對應
系所 Mapping 對應表雖以大考中心與教育部統計處及十大學校系所編碼作歸類所 得，並實際參考驗證人才銀行各職務所需人才的選才系所條件，雖可歸類表 3-5 功能別 系所 Mapping 對應表，但還是會因為不同的產業別公司與職務需求實務而有所偏頗，或 求職者求職時並不以所學為背景而造成結果不同。實為本研究另一個研究限制之一。
第三節 未來研究方向
本研究於未來研究有下列幾點：
一 人才類表
由本研究每位學員的專家輪廓（Professional Profile）內的資料，再連接到此學員的 產業別或功能別內的其他成員資料，再探討其他領域的其他成員，延伸到其他領域的人 才經驗。例如於成員Ａ的使用者輪廓表內連結他的電子產業別，則可顯示電子產業別其 他成員排序，讓決策者可以經由成員Ａ尋找到其他人才參考。運用於人脈關聯網，因關 聯而有機會連結於此網絡成員，透過與人才之間的關係鏈，則更快速以最短距離逹到與 人才路徑及讓成員本身得到更佳的機會與信任推薦。
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二 評價回饋機制
希望建立使用者評價機制，讓每個成員是經由大家的評價權重，更確定為該領域專 家，讓推薦者與被推薦者都能有評價機制可以回饋，讓人才推薦系統更為完善。
三 推薦屬性
本研究以學員的學經歷作為本系統的推薦屬性，希望未來研究可以整合其他授課老 師、修課成績、科系及其他學員學分修課記錄等等，增加推薦屬性的多元性，讓人才推 薦的供應面更達到媒合需求面。
四 增加人脈關聯屬性，不同權重延伸
本研究只以同學、同事關係，不分時期；不分親疏作為建構本研究人脈社會網絡，
如未來資訊充足，亦可以「六同」或其他關係作延伸。「六同」關係為同學、同鄉、同 宗、同好、同事與同個性。相信所建立的推薦系統必更為信任與實用，其權重與人才推 薦更為精準。
五、朋友的朋友
本研究目前只針對 EMBA 人才庫而成的人脈社會網路，而 EMBA 人才濟濟，如何 以社會網絡結構洞理論透過任何一個為橋樑，如何連結其他人脈網絡，將此人脈擴展出 更多更廣的社會網絡是值得探討的。
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六、人找事應用
本研究整個系統完成後，情境設定為以事找人，若要再達到以人找事的要求，但需 要再作個使用者介面與其他需求設定。例如以網絡成員尋找工作職務，若需求者搜尋行 銷經理的職缺，會得到網路上所有在徵行銷經理的聯絡人清單或相關當下職責人清單，
搜尋結果不會顯示這些人的聯絡資料(因為彼此沒有直接的認識)，系統只會呈現讓需求 者知道該透過哪一位朋友，或是朋友的朋友，每個人都是經過朋友的介紹認識其他朋友，
慢慢擴大自己的人脈，才能和所需的目標搭上線。或是求才時，輸入職稱時，系統會顯 現出那些名單是有需求的，可以依呈現的資料連結需求者的人脈關係，經由某一個和需 求者有關聯的成員，提供諮詢與推薦，達到信任機制下產生的人才應用。
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航運業
空航、海航 運輸相關業
倉儲或運輸輔助業 郵政及快遞業
金融保險
金融機構及相關業 投資理財相關業 保險業