隨著企業教練服務產業興起，近年來已有台灣企業陸續導入企業教練服務來培育高階主管的個案，企業若能有效運用，可改善高階主管的工作績效與發展職務能力。基於此，本研究採用半結構式訪談法，對三位企業人力資源人員進行資料蒐集，以企業人力資源人員為主體，依據紮根理論方法來進行資料分析與詮釋；來探討台灣企業導入企業教練服務的目的、歷程、挑戰與因應以及影響訓練移轉的因素。研究結果如下：企業高階主管使用企業教練服務的目的為培育高階主管與協助企業維運與成長。企業高階主管使用企業教練服務的歷程為：(1)利害關係人支持；(2)整合確認培訓目標；(3)培訓成效跟進。企業高階主管使用企業教練服務的挑戰與因應之道有：(1)邀請決策主管親身體驗，認同培育成效後，同意導入企業教練服務；(2)讓受教練者思考、相信企業教練服務的後續行動計劃能夠協助解決工作上的問題，主動願意接受企業教練服務的培育；(3)由利害關係人訂定遴選標準並共同遴選企業教練。影響企業高階主管使用企業教練服務的訓練移轉因素為：受教練者、課程設計與工作環境。依據前述結論，本研究提供相關建議以供實務推動與未來研究參考。

In recent years, the use of executive coaching for senior managers in Taiwan’s enterprise is emphasized with the rapid growth of an emergent executive coaching industry. If the executive coaching could be applied efficiently, it could help senior managers in improving their personal accountability and develop their professional competence. Therefore, an in-depth interview with semi-structured questionnaire is employed in this study, and three human resource managers from three different enterprises are invited to join this study. In order to analyze the qualitative data, the ground theory methods is utilized in exploring the purpose, process and challenges of the Taiwan enterprise in adapting the executive coaching services and what is the key factors in influencing the training transfer. The results show that: the use of executive coaching service for corporate senior managers is effective in developing their professional competence and supporting the operation, development and growth of the enterprises. The executive coaching processes are: (1) stakeholders’ support; (2) confirm the training target; (3) follow up the training result. The challenges and solutions of the use of executive coaching services for corporate senior managers are: (1) After decision-makers experiencing and satisfying with executive coaching, decision-makers will agree to adopt the executive coaching services for senior managers; (2)After the coachee thinking and trusting in the executive coaching action plan, which is effective in solving the problems on the job, the coachee will take the initiative in using executive coaching; (3) Stakeholders set up the standards and choose the executive coach together. The factors influencing the training transfer are: (1) coachee. (2) training design. (3) work environment. According to the previous conclusions, some suggestions for the promotion and future studies of executive coaching services are provided in this study.

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