This chapter described the conclusions drawn from the research finding. It also presented the researcher’s recommendations for corporate training professionals in Taiwan as well as recommendations for future researchers on the similar topic.
Conclusions
The main objective of this study was to find the competencies needed for corporate training professionals. To achieve the objective, several research purposes and questions were formulated. The first research purpose was to investigate the roles played by corporate training professionals. Following this purpose, common tasks done by corporate training professionals were also to be identified. Then, the third purpose was to find the competencies needed for the corporate training professionals in terms of skills, knowledge and personal attributes. The final purpose was to discover the competencies development approaches.
The research method that was applied in this research is that of qualitative research method with semi-structured interviews as the main instrument of the data collection. The researcher developed an interviewed questionnaire that would take into account all the research purposes. After the interview questionnaire was developed, it was reviewed by two experts. After modification, the questionnaire was deemed fit to be employed for this study.
The interview content were analyzed and discussed in Chapter 4.
Roles of Corporate Training Professionals
As far as roles are concerned, the researcher found that strategic partner, employee advocate, functional expert, human capital developer, and leader are the roles mainly played by the corporate training professionals that match with the HR roles proposed by Ulrich and Brockbank (2005). The roles played by directors or senior managers of corporate training
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centers are similar to the directors or senior managers of HR department. Directors or senior managers of corporate training centers do the strategic planning, value employee development, manage talent, coach subordinate and lead the team to success. However, directors or senior managers of corporate training centers put less emphasis on employer-employee relationship.
Tasks of Corporate Training Professionals
As for tasks, the researcher found that the tasks mainly performed by corporate training professionals can correspond to the management functions which are planning, organizing, leading and controlling advanced by Robbins and Coulter (2001) . The tasks performed by directors or senior managers of corporate training centers resemble the directors or senior managers of HR department in developing plans, allocating workforce, having open communication with subordinates, supporting and motiving subordinate frequently and following up and modifying the progress of the program in accordance with the business situation.
Competences Required for Corporate Training Professionals
As the definition of competencies implies, competences are a set of skill, knowledge and personal attributes necessary for a job function. In terms of skill and knowledge, directors or senior managers of corporate training centers and directors or senior managers of HR department all pointed out ability to expression and interpersonal skills are crucial to corporate training professionals who must have solid HR knowledge and strong business acumen. As for personal attributes, being passionate, open-minded, and committed to work are traits that generalized from the description of directors or senior managers of corporate training centers and directors or senior managers of HR department. Besides, corporate training centers and directors or senior managers of HR department mentioned being
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introspective, empathy and trustworthy can be viewed as personal attributes of corporate training professionals as well.
Approaches to Competency Development for Corporate Training Professionals
To develop competencies required for corporate training professionals, through on-the-job training, off-the-job training and self-development, corporate training professionals can better utilize their talent in performing their roles. Work-related learning from co-workers, clients, and even competitors, taking lectures from other institutions and having ubiquitous learning to absorb new information were identified as great measures to be a corporate training professional.
Recommendations for Future Studies
In Taiwan, the term “corporate training center” is gradually becoming a widely used for corporate training. However, corporate training center in Taiwan, may be illustrated in different titles as training academy and corporate university, are mostly operated by HR department or training department as functional divisions rather than independent business.
Compared to the form of functional divisions, corporate training centers operating as an independent business are more common in public enterprise in Taiwan.
The purpose of this research was to find the roles, tasks and competences of corporate training professionals and also identify approaches to develop those required competences.
Therefore, the findings of this research are descriptions of the competences needed for corporate training professionals. With a view to practical contribution, the researcher recommends future research can explore it from different perspective such as operations of corporate training centers. Future studies can use industry, foreign or local company, or the size of the company to segment and then do the comparison.
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APPENDIX A: INTERVIEW QUESTIONS
您好，
我是國立臺灣師範大學國際人力資源發展研究所的研究生，目前正在進 行碩士論文研究，研究主題為<企業內部訓練專業人員之職能發展>，本研 究主要目的在探討企業內部訓練專業人員的角色、工作任務與職能，以實 質負責人資相關事務並參與人資部門高層決策事宜的最高或高階主管以及 以實質負責訓練機構營運相關事務並參與訓練機構高層決策的事宜的最高 或高階主管為研究對象。
本研究採深度訪談法，訪談約需 40 分鐘。同時，為了能將訪談內容完 整紀錄下來，我們會徵詢您的同意進行錄音，以便資料的整理與分析。訪 談過程中，若您有任何不希望被錄音的部分，可隨時終止錄音。訪談錄音 內容皆為學術研究專用，僅作為研究者分析資料、編碼及歸類統整之用。
基於保護受訪者的義務，您的姓名及個人資料一律隱匿不公開，改以代號 稱之，任何公司營業資訊或私人訊息也將予以保密。因此，希望您能提供 真實的意見，以增加研究資料的正確性。您的參與對我來說是莫大的幫助，
若您願意接受此次訪問，煩請在下頁欄位上簽名，再次感謝您的協助。若 您對本研究有任何意見，歡迎隨時提供。
國立臺灣師範大學 國際人力資源發展研究所 研究生 陳思嘉 敬上
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本人閱讀過上述的說明，也清楚了解相關的細節與權力，本人同意參與 此研究，並瞭解本人所提供的資料，研究者會絕對保密，亦同意研究者使 用訪談內容。
受訪者：__________________(請簽名) 日期： 年 月 日 研究者：__________________(請簽名) 日期： 年 月 日
一、受訪者基本資料 姓名:
年齡: □30 以下 □31-40 □41-50 □51-60 □61-70 □70 以上 職稱:
總工作年資
現任公司的工作年資:
二、 訪談問題
1. 請問您目前工作上的主要角色、職責及目前主要的工作內容為何？
2. 請和我們分享您在工作上成功的管理經驗,請試舉三事件。是否可描述當時 情形？當時的任務為何?採取的行動為何? 最後結果如何?
3. 您認為擔任企業內部訓練專業人員的必需擁有哪些特質、知識及技巧?
4. 您認為擔任企業內部訓練專業人員該如何培養所需的特質、知識及技巧?
5. 您對未來想成為企業內部訓練專業人員的人員有哪些建議?
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APPENDIX B: EXAMPLES OF CODING PROCESS
Interview Content Concept Coding
所以要 always speak with data。那還有一個很重要 坐下來好好的去 coach 他，coaching 是 always 都 是一些 open question，那你就是要一直領導他，
Topic Category Key Concept Coding Task Leading open A-13-01 透過 team meeting 時分享問題、solution D-14-07 日常工作項目裡面大家很 open 的去談 Step 1. Extract the meaningful
information from interview and underline the important sentences
Step 2. Form the concept which is written according concepts into key concept Generate from the
research questions
Base on
literature review