隨著數位轉型的浪潮席捲金融業，銀行信貸電話行銷業務的營運模式與人才結構正面臨深刻變革。面對自動化系統、智慧分析與行為數據驅動的銷售環境，如何培育並留任具高績效的電話行銷人員，已成為金融機構在維持獲利與競爭優勢上的核心課題。
本研究以台灣主要外商銀行與本土銀行之信貸電話行銷團隊為研究對象，採質性研究設計，透過半結構式深度訪談蒐集資料，共訪談十位第一線業務人員，外商與本土銀行各半。研究旨在探討數位轉型對電話行銷團隊人才培育與績效表現之影響，並歸納轉型過程中管理實務與策略挑戰。
研究結果顯示，影響電話行銷團隊績效的關鍵因素包括：（一）明確的數位轉型方向與KPI設定（二）系統性的人才培育與即時數據回饋機制（三）主管領導風格與團隊文化氛圍以及（四）員工對自我成長與工作價值的認同。高績效團隊普遍展現「制度透明、獎懲明確、數據導向」與「主管授權與信任」的文化特質，並能在數位工具導入後持續提升生產力與顧客價值。
最後，本研究提出數位轉型下之人才發展建議，包括強化數據應用與學習能力、導入AI輔助訓練系統、建立多元晉升管道與回饋文化，以促進團隊永續發展並強化銀行整體績效。研究結果期能作為銀行業推動數位轉型與人力資本發展策略之參考依據。

With the accelerating wave of digital transformation reshaping the financial industry, the business model and talent structure of banking telemarketing for consumer loans are undergoing significant change. In an era driven by automation, intelligent analytics, and behavioral data, how to develop and retain high-performing telemarketing staff has become a critical issue for financial institutions seeking to sustain profitability and competitive advantage.
This study focuses on the telemarketing teams of major foreign and domestic banks in Taiwan. Adopting a qualitative research approach, data were collected through semi-structured in-depth interviews with ten frontline sales employees, equally divided between foreign and domestic banks. The research aims to explore the impact of digital transformation on talent development and performance within telemarketing teams, while identifying managerial practices and strategic .The findings reveal four key factors influencing telemarketing team performance: (1) a clear digital transformation strategy and KPI setting; (2) systematic talent development and real-time data feedback mechanisms; (3) leadership style and team culture; and (4) employees’ recognition of self-growth and work value. High-performing teams generally exhibit characteristics such as “transparent systems, well-defined rewards and penalties, data-driven culture,” and “managerial trust and empowerment.” These teams demonstrate stronger adaptability and sustained productivity improvements following digital tool adoption.
Finally, this study proposes several recommendations for talent development under digital transformation, including strengthening data literacy and learning capabilities, implementing AI-assisted training systems, and establishing diversified promotion paths and feedback cultures. These initiatives aim to enhance sustainable team development and overall banking performance. The research findings are expected to serve as a reference for the banking industry in promoting digital transformation and human capital development strategies.

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