近年來企業為因應VUCA（意指多變、不確定、複雜和模糊）的外在環境，在企業或組織內部更加重視員工的生產力，除了讓員工生產效能提升外，更期待因應企業或組織環境變化時能提供組織需要的專業知識或是經驗，尤其在多生產據點的大型製造業企業中更需如此。因大型製造業員工人數多，當預期產能起伏或公司營運狀況不穩定時，都會需要內部員工因應生產需求的變化彈性調動。然而，如何讓目前就業市場勞動人口最多的千禧世代員工願意配合企業營運進行彈性移動，成為人力資源部門的一大課題。
本研究欲探討針對千禧世代員工的人格特質及工作特性，如何在產業快速變遷下發展出一套適用於多生產據點的大型製造業員工保有高度人力彈性配合組織需求進行人力重新佈署的人力資源管理策略；再者，因應科技創新變遷的速度趨於快速，對多據點的大型製造企業內部的知識管理方式應如何調整來確保配合人力重新佈署時的知識移轉過程順暢。
本研究採用便利抽樣12位目前工作於多據點的大型製造業且均經歷人力調動階段的員工，透過半結構式的訪談以外在（產業）環境、千禧世代及資訊科技應用及知識管理三個面向進行探討。研究結果顯示，要提升組織敏捷度，人力佈署的策略應創造競合環境，讓人才虛實整合，實現一地管理、全球製造，並利用新資訊科技的助力，讓人力重新佈署後的知識移轉更具效能。而人力資源部門因應此方向也應對於激勵制度及績效評核上應擬定更符合能提升組織敏捷度的制度。

This research is to explore the personality traits and work characteristics of Millennial employees and to study how to develop a more flexible and suitable human resources management strategy to enhance the Millennials employee’s agility for manpower re-deployment in the large manufacturing industry to meet the organizational needs in the rapid changes. Furthermore, in response to the rapid changes in the pace of technological innovation, how to adjust the knowledge management methods to ensure knowledge transfer smoothly during the manpower re-deployment .
Through interviews with 12 employees (including managers and first-line employees) who are currently working in the large manufacturing industries and who have experienced in manpower re-deployment. The results show that (1) the large manufacturing industries should create a competitive and co-work environments for Millennials employees and integrate talents to improve organizational agility, (2) Use of new information technology to make the knowledge transfer more effective. (3) human resources department should also develop an incentive to motivate employees and change the performance evaluation system to achieve the elevation of organizational agility.

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