本研究旨在瞭解企業內部人力績效顧問應有之內涵與專業職能，進而建構出企業內部人力績效顧問專業職能項目，俾作為相關學術研究及業界導入企業內部人力績效顧問之參考。為達此研究目的，本研究採文獻探討、專家訪談與德懷術(Delphi)專家問卷調查等研究方法進行之。研究者先針對人力績效顧問內涵與專業職能等相關文獻進行探討，再參考專家訪談結果，將企業內部人力績效顧問先區分為四種不同的角色，接著針對各角色探討其應有的專業職能，據此發展並發放德懷術專家問卷，以進行角色的確認及專業職能的篩選。研究者將全程參與德懷術問卷調查的十六位專家意見加以整理，並以平均數、眾數及四分位差等統計方法，進行分析，以獲得最後結果。
本研究主要研究結論如下：（一）本研究所建構之企業內部人力績效顧問專業職能，其架構共涵蓋人力績效分析師、人力績效改善專家、人力績效變革經理與人力績效評鑑者等四個角色；而每個角色都有六項不同的專業職能要求（二）本研究所建構之企業內部人力績效顧問四個角色中，「人力績效變革經理」是相對最適切的角色，其次是「人力績效改善專家」，第三是「人力績效分析師」，最後是「人力績效評鑑者」（三）就專業職能之相對適切性而言，「人力績效分析師」所需的六項專業職能，最能反映此一角色的要求；其次則是「人力績效評鑑者」；再來是「人力績效變革經理」，最後則是「人力績效改善專家」（四）所有專業職能之平均數因皆達3.5（含）以上之「適切」程度，故全數皆列為「應備專業職能」；而其平均數高達4.5（含）以上之「非常適切」程度者，則列為「必備專業職能」。本研究根據研究結果進行討論，並提出相關建議及未來研究之參考方向。

The main purposes of this study are to explore the professional competency of human performance consultants and construct judgments for academic and enterprise reference. In order to reach the aforementioned purpose, this research adopts research approaches, such as literature review, expert interviews and Delphi expert questionnaire survey, etc. Total sixteen Delphi experts are selected as the survey sample.
Main conclusions include: (1) Four different roles of human performance consultants - analyst, intervention specialist, change manager and evaluator; each role has six distinguished professional competencies. (2) The change manager is the most pertinent role of human performance consultants, followed by the intervention specialist. The analyst ranks the third and the evaluator is the least relevant. (3) Among all professional competencies, the analyst meets most requirements of the role, followed by the evaluator, change manager and then the intervention specialist. (4) All list as “desirable professional competencies” given the mean value of all professional competencies are 3.5 and above. Moreover, if the mean value reaches 4.5 or above, it should be categorized as “necessary professional competencies”.

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