台灣身為全球個人電腦研發中心，筆記型電腦的生產比重占全球出貨量的八成，桌上型電腦出貨比重也來到五成。隨著品牌公司在市場上的競爭，代工廠本身必須維持競爭力，才足以因應產品更佚週期縮短，以及客戶訂單成本攀升的壓力。企業在面對市場環境的變遷，除了有形的資本投入外，近年來也是不遺餘力的厚植無形的人力資本。然而，想在人才競奪的時代獲得好人才，必須從選才就開始把關。因此，本研究從個人電腦代工廠的角度切入，探討研發類的中階主管，在遴選上所需要的關鍵準則。選擇中階主管為研究對象，主要是中階管理者擔任高階與基層管理者之間的橋樑，是否扮演好上下溝通的角色，關乎到政策的推動。研究方法上，首先採用專家訪談法，定義出五大構面以及十八項指標的遴選層級架構。接著運用模糊層級分析法(Fuzzy AHP)，獲得構面以及指標之間的相對權重。在結果的部份，五大構面，以「技術類」權重最高；十八項指標，以「技術整合」權重最高。最後，將此一模型套用到工作場域上的三位潛力主管，進行實際驗證。分析數據內容，獲得最高正向相對值的候選人，與高階主管原定人選相同。由結果可知，本研究的準則，適用於組織裡研發類中階主管遴選參考使用。

As the global PC R&D center, Taiwan accounts for 80% of global shipments of notebook computers, and 50% of desktop computer shipments. However, as brand companies compete in the market, OEMs must maintain their competitiveness, in order to cope with the shortened product replacement cycle, and the rising cost of customer orders. In the face of changes in the market environment, in addition to tangible capital investment, enterprises have also spared no effort in cultivating intangible human capital in recent years. However, if you want to obtain good talents in the era of talent competition, you must start from the selection process. Therefore, this study starts from the perspective of a personal computer foundry and discusses the key criteria for the selection of middle-level R&D directors. The reason is that middle-level directors act as a bridge between the senior and entry-level management, and whether they can play a good link between the previous and the next, is related to the promotion of operating policies. In terms of research methods, first of all, the expert interview method was used to define five aspects and a selection hierarchy of eighteen indicators. Then use Fuzzy AHP to obtain the relative weights between the facets and indicators. Among the five facets, "technology" has the highest weight; among the eighteen indicators, "technology integration" has the highest weight. Finally, apply this model to three potential talents in the workplace for actual verification. Analyze the data, and the candidate with the highest positive relative value is the same as the original candidate selected by the senior executive. The results represent that the selection criteria of this study can be used as a reference for organization selection.

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