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研究生： 謝佳蓉
Hsieh, Chia-Jung
論文名稱： 以服務設計思考導入員工體驗設計以提升社會文化共融性 : 半導體公司多國籍員工之新人培訓研究
Applying Service Design Thinking on Employee Experience for Enhancing Socio-cultural Inclusion：A Study of New Multinational Employee’ On-boarding Experience in Semiconductor Company
指導教授： 楊佳翰
YANG, Chia-Han
學位類別： 碩士
Master
系所名稱： 規劃與設計學院 - 創意產業設計研究所
Institute of Creative Industries Design
論文出版年： 2025
畢業學年度： 113
語文別： 英文
論文頁數： 220
中文關鍵詞： 服務設計思考 、員工體驗 、社會文化共融性 、新進多國籍員工 、入職體驗
外文關鍵詞： Service Design Thinking, Employee Experience, Sociocultural Inclusion, New Multinational Employees, On-boarding Experience
相關次數： 點閱：31  下載：2 
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    • 隨著全球人才流動日益頻繁，外籍工程師逐漸成為台灣半導體產業中不可或缺的重要人力。然而，他們在入職初期常面臨語言隔閡、宗教與文化需求未被關注、工作節奏落差，以及參與感與心理安全感不足等挑戰，影響其適應與歸屬感，也可能降低工作表現與留任意願。
    本研究採用設計思考的雙鑽流程（Double Diamond）作為研究架構，並引入「將員工視為使用者」（Employee as User）的觀點，將入職歷程重新定義為一段共創、體驗導向的服務歷程。研究透過質性訪談，蒐集三位外籍工程師的入職經驗，歸納其文化適應過程中的痛點與需求；並納入 HR 與主管的組織視角進行問題重構。
    後續邀請十位服務設計師進行共創工作坊，依據六大社會文化共融構面，共創出五項入職解方：包含納入宗教需求的入職機制、AI 語音學習工具、自我反思的步調表單、HR 引導的議題討論、以及跨文化共學課程。這些方案皆避免以文化同化為目標，轉而著重於幫助外籍員工表達其差異並逐步適應。
    在測試階段，邀請與初期訪談相同的三位外籍工程師參與原型回饋訪談，並以六大共融構面進行初步評估。結果顯示，相較於制度設計是否完善，受訪者更重視「自身是否被看見」、「文化是否被理解且正常對待」。換言之，共融的關鍵在於建構一套可持續追蹤適應狀況的回饋機制、宗教支持與文化連結社群，以及情境語言溝通輔助系統，以打造回應多元、強化歸屬感與安全感的入職環境。
    本研究驗證服務設計思考可作為人資創新實踐的方法，並提出 HR 可由制度執行者轉型為共融體驗設計者。透過以人為本的流程與同理視角，企業能更系統性地理解多元員工需求，設計具文化敏感性與回應性的入職體驗。研究成果亦為人資管理、服務設計與 DEI 實務建立新的對話與操作可能。

    As global talent mobility increases, foreign engineers have become essential contributors to Taiwan’s semiconductor industry. However, they often encounter onboarding challenges, including language barriers, unmet religious or cultural needs, and misaligned work pace, which affect their adaptation, performance, and retention. These issues highlight the need to improve sociocultural inclusion in HR systems. This study adopts the Double Diamond framework of service design thinking and reframes onboarding as a co-created, experience-driven process. Through the “Employee as User” lens, in-depth interviews with three foreign engineers were conducted to identify pain points in cultural adaptation. HR and supervisor perspectives were also included to explore the organizational side of these challenges. A design workshop involving ten service designers generated five onboarding solutions across six inclusion dimensions: (1) Religious Needs Disclosure, (2) Contextual Language Support, (3) Workstyle Reflection Tool, (4) Interactive Onboarding Dialogue, and (5) a Cross-cultural Co-learning Course. These prototypes focused not on assimilation, but on allowing multinational engineers to express differences and adapt gradually. During the testing phase, the same three foreign engineers from the initial interviews were invited to provide feedback on the prototypes using the six sociocultural inclusion dimensions. The results showed that being seen and treated as part of the workplace norm mattered more than having well-designed institutional policies. Inclusion, therefore, is not about demanding adaptation but about normalizing cultural differences to foster belonging and psychological safety. In conclusion, this research demonstrates the potential of service design thinking as a transformative tool for HR. It proposes a role shift, from HR as policy executors to experience designers for inclusion. By applying human-centered processes, organizations can more effectively respond to employee needs and design culturally inclusive onboarding experiences. This study contributes to the intersections of HRM, service design, and DEI practices.

    摘要 I Abstract II Table of Contents III List of Figures VIII List of Table X CHAPTER 1 INTRODUCTION 1 1.1 Research Background 1 1.2 Research Motivation 5 1.2.1 Industrial Motivation 5 1.2.2 Academic Motivation 7 1.2.3 Individual Motivation 10 1.3 Research Scope and Target 12 1.4 Research Objectives and Questions 12 1.5 Key Terminology 14 CHAPTER 2 LITERATURE REVIEW 17 2.1 Role of Multinational Employees in the Semiconductor Industry 17 2.1.1 Taiwan’s Global Strategic Role and Talent Mobility Trends 17 2.1.2 Cross-Cultural Adaptation Challenges 18 2.1.3 Managing Diversity Towards Building an Inclusive Culture 20 2.2 Socio-cultural Inclusion in Organizational Context 21 2.2.1 Concept of Inclusiveness 21 2.2.2 Social and Cultural Inclusion 27 2.2.3 Applying Socio-cultural Inclusion in Employee Onboarding 35 2.3 Experience Design for Employee as User Experience 37 2.3.1 User Experience in Workplace Settings 37 2.3.2 Employee Experience in Onboarding 39 2.3.3 From User Experience to Employee Experience: A Human-Centered Approach 43 2.4 Service Design Approach for Onboarding Experience 45 2.4.1 Fundamental Concept of Service Design 45 2.4.2 Service Design Thinking for HR Processes 48 2.4.3 Service Design Tools to Enhance Diversity, Equity, and Inclusion in Onboarding 51 2.5 Summary 57 CHAPTER 3 Research Methodlodgy 61 3.1 Research Framework 61 3.2 Research Method 64 3.2.1 Focus Group 64 3.2.2 Semi-structured In-depth Interview 65 3.3 Data Collection 67 3.3.1 Source of data 67 3.3.2 Sampling Criteria 68 3.3.3 Data Collection Plan 71 3.4 Data Analysis 74 3.4.1 Social Inclusion Dimensions 74 3.4.2 Cultural Inclusion Dimensions 76 3.4.3 Socio-cultural Inclusion and the Onboarding Experience of Multinational Employees 78 CHAPTER 4 Research Result 81 4.1 Data Sources and Socio-cultural Inclusion Evaluation Framework 81 4.2 Analysis of the Current Onboarding Process in Taiwan’s Semiconductor Downstream Industry 84 4.3 Discover: Identifying Inclusion Challenges from User Narratives 88 4.3.1 Language Barriers and Communication Challenges 88 4.3.2 Unaddressed Religious Needs and Cultural Sensitivities 90 4.3.3 Cultural Pace Misalignment and Adjustment Stress 92 4.3.4 Limited Participation and Lack of Psychological Safety 93 4.3.5 Summary of Identified Inclusion Challenges and Framework Mapping 94 4.4 Define: Reframing Problems through Multistakeholder Perspectives 95 4.4.1 Introduction: The Need for Reframing Challenges from Phenomena to Structural Issues 96 4.4.2 Re-examining User Pain Points through Organizational Perspectives 97 4.4.3 Summary of Key Observations and Organizational Implications 103 4.4.4 Bridging Define and Develop: Planning the Co-creation Workshop 104 4.5 Develop: Co-creating Prototypes with Service Designers 105 4.5.1 Workshop Design: Focus Group with Service Designers 106 4.5.2 Outcomes of the Co-creation Session 108 4.5.3 Selected Prototype Directions 110 4.5.4 Visualizing the Redesigned Onboarding Journey 120 4.6 Test: Feedback from Foreign Employees on Prototypes 123 4.6.1 Summary of User Feedback on Prototypes and Inclusion Mapping 123 4.6.2 Prototype-by-Prototype Feedback Analysis 126 4.6.3 Reflection: How Prototypes Addressed Inclusion Dimensions 135 4.7 Summary: Inclusion Response and Design-Based Insights 137 4.7.1 Mapping Inclusion Dimensions Across Prototypes 138 4.7.2 Why These Prototypes Worked: Inclusion-in-Practice 139 4.7.3 Design Insights from Prototype Iteration 140 4.7.4 Gaps and Integration Opportunities 141 CHAPTER 5 Discussion 143 5.1 Reflecting on Key Findings through the Lens of Research Questions 143 5.1.1 Contextual Factors Shaping Multinational Talent Development and Onboarding Strategies in Taiwan’s Semiconductor Industry 143 5.1.2 Sociocultural Inclusion Challenges in the Onboarding Process 145 5.1.3 Designing and Evaluating Inclusive Onboarding Interventions 149 5.2 Emergent Design Ideation beyond Onboarding: Exploring Broader Inclusion Touchpoints 152 5.3 Strategic Design Directions for Inclusive Onboarding 153 5.4 Implication for Theory 155 5.4.1 The Limitations of Traditional HR Onboarding Models 155 5.4.2 Introducing the “Employee as User” Perspective 157 5.4.3 How This Study Applied the “Employee as User” Perspective 158 5.4.4 Design Perspective on HR Theory and Practice 160 5.5 Implication for Practice 162 5.5.1 Why HR Needs Service Design 163 5.5.2 Readiness on Organizational Mechanism 165 5.5.3 Recommendations for HR Professionals 167 5.5.4 Recommendations for Multinational Employees 169 5.6 Research Limitations 170 5.7 Recommendations for Future Study 171 CHAPTER 6 Conclusion 173 REFERENCES 176 Appendix A Semiconductor Company Recruitment Website 195 Appendix B Survey on Onboarding Experience and Socio-Cultural Inclusion of Multinational Employees in the Semiconductor Industry 196 Appendix C HR Specialist Interview Transcript 201 Appendix D Company Manager Interview Transcript 207

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