近年來，由於新興科技快速發展與行動智慧裝置日漸普及，消費者對於金融服務的需求與使用習慣，早已突破時間與場域的限制，也正因為如此，台灣銀行產業在面對數位浪潮衝擊下，除策略的調整與擬定外，內部科技人才的齊備度也是確保策略執行的重要關鍵因素，故增加招募並善用金融科技專業人才，更是首要面對的重要課題。
故本研究以Ｃ銀行資訊單位之雙軌職涯發展人才制度作為探討個案，進行質化研究，並以策略行銷分析架構4C為主軸，搭配行銷交換概念與雙因子理論為輔，藉由理論架構分析這項新制度的關鍵成功要素。透過研究發現在人才制度的設計上，應改變設計想法，從專業技術職人才(買者)的角度切入，了解其目前與未來的需求，並將制度的改變聚焦在激勵因子，透過工作上的成就感與尊重，增加認同感，最後，在新制度的推動上必須說到做到，建立良善的組織文化、適才適所，方能確實遏止資訊人才流失並且吸引金融科技人才的加入，維持競爭優勢。
期望本研究結果能作為台灣銀行產業在金融科技人才發展制度上與時俱進的參考，並藉由雙軌職涯制度的推動，讓企業在留才與運用合適人才的抉擇點上，可以有更彈性的作法，以期讓有管理才能之人擔任管理職務，而金融科技專業人才則生根專業，在各自領域軌道上發揮所長，確保公司核心競爭力。

Consumers’ needs for and usage habit of financial services are no longer limited by time and location thanks to the rapid emergence of new technologies and growing popularity of mobile devices. To adapt to such digital revolution, Taiwan’s financial industry must both adopt new or revised strategies and build a pool of technology talents. Because the availability of technology talents is crucial to strategy execution, the recruitment of staff well-versed in financial technologies has become a top priority.
This study is a case study that qualitatively investigates the dual-track career development system adopted by the IT units of C Bank. This study, by primarily adopting the 4C framework of strategic marketing analysis and applying the marketing-as-exchange concept and the two-factor theory as complementary methodologies, analyzes the key factors contributing to the success of said system. It was discovered that the design of a human resource system must switch to the standpoint of employees with professional skills (buyers) to understand their needs for the present and the future, and shift the focus of system mechanism to motivational factors that strengthen employees’ sense of belonging through work achievements and respect. Moreover, a new system must be implemented as promised, so as to establish a positive corporate culture and allow employees to be placed on positions most suitable for their strengths. This is a formula that will effectively stop talent loss, attract financial technology talents, and maintain a competitive edge.
It is hoped that this study can serve as reference for Taiwan’s financial industry in the designing of an up-to-date human resource system for financial technology talents. The implementation of a dual-track career development system can grant enterprises greater flexibility in retaining talents and assigning them to suitable positions. By assigning employees with management skills to managerial positions and those with technology skills to technical positions, a corporate allows employees to exercise their talents and skills in suitable domains, thus building up its core competency.

第一節、 中文部份
1.Brett King(2018)，孫一仕譯，Bank 3.0 銀行轉型未來式，金融研訓院
2.Brett King(2018)，孫一仕、周群英、林凱雄譯，Bank 4.0 金融常在，銀行不再？，金融研訓院
3.PwC(2017)，全球金融科技調查台灣概要，2017年4月24日，頁4-11
4.PwC(2019)，金融服務業未來勞動力調查報告，2019年6月3日
5.PwC(2019)，2019全球金融科技調查報告：疆界的交錯
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9.金融監督管理委員會（2019），109-111年金融科技人才供需調查及推估結果摘要，頁1-5
10.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。
11.劉曉薇(2019)，純網路銀行對銀行業的影響研析，檢自： https://www.bankchb.com/chb_2a_resource/leap_do/gallery/1561621701711/68-6-專題譯述.pdf
12.鄧玉金，赫茨伯格的雙因素激勵理論，2019年4月22日，檢自： https://kknews.cc/zh-tw/news/jb5q9eq.html
13.蘇郁卿(2015)，打造數位化金融環境3.0，金融監督管理委員會

第二節、 英文部份
1.Eisenhardt, K. M. (1989). Building theories from case study research, The Academy of Management Review, 14(4), 532-550.
2.EY(2019)，Global Fintech Adoption Index 2019，July 1, 2019，1-10
3.Herzberg, F. (1959). The motivation to work. New York：John Wiley and Sons.
4.Herzberg, F. (1968). "One more time: how do you motivate employees?", Harvard Business Review, 53-62.
5.PwC(2017) Consumer Digital Banking Survey，June 6, 2017