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Dynamic Talent Management

WNC attaches great importance to recruiting talented people and improving their skills and general knowledge. The company uses the Global Career Framework (GCF) to conduct talent management. The job duties and career tracks of each position serve as key points for overall career development. Recruitment activities in compliance with local laws and regulations are held. WNC employees are provided with healthy and safe working conditions and complete occupational training. To address different functions, job levels, and development needs, the company has designed a systematic and internationalized career development roadmap to promote employee upskilling and reskilling, ensuring continuous improvement and career growth. 

Worldwide Learning System

E-learning System Platform

In 2024, WNC implemented a workday learning system to facilitate talent development and learning resource sharing for employees. The system offers diverse learning content and efficient management features. The platform covers government and corporate policy and regulatory advocacy, management system operation guidelines, onboarding and cultural experience courses, as well as general and professional online courses required for various roles. At the same time, the system features learning record management functions to help supervisors monitor departmental learning progress and support employees in setting and achieving their self-directed learning and development goals.  Employees may apply for internal and external training based on their job-specific professional needs and individual development plans. The system will automatically issue course notifications, reminders to submit after-class study reports, and post-lesson satisfaction survey messages. In addition, the system’s training record tracking and governance mechanisms enhance the management and cross-referencing of data required for internal and external audits, thereby improving organizational learning efficiency and compliance. 

WNC College

The WNC Colleges are composed of Digital Leadership College, Business College, R&D College, Smart Manufacturing College, and AI & Digital College. Respective colleges are led by top managers of related units/fields, with organizational topics, future vision, and strategies adopted as points of departure for the construction of a successful template for a talent development system. In 2024, WNC Colleges held a total of 637 courses, and there was a total of 163,092 participants. 

College name Principal Participant Number of Courses in 2024
Digital Leadership College CHRO Functional unit supervisors 249
Business College President Product managers/Sales supervisors 36
R&D College CTO Product R&D Center/RD Forum Chairperson 118
Smart Manufacturing College General Plant Manager/Chief Quality Officer/CSCO Manufacturing/Quality Assurance/Materials Center Manager 199
AI & Digital College Executive Management Automation unit/Information unit/R&D unit supervisors 35

Training Systems

Training Participation

In 2024, in line with the company’s globalization strategy, training programs will be progressively rolled out for shared use across global sites. Combined with enhancements to the learning platform, this will allow employees to access learning resources more conveniently, thereby increasing both training hours and learning efficiency. Thus, the training hours per employee in 2024 reached 29.80 hours, an increase of 7.90 hours compared to 2023, with related expenditures reaching around NT$18.83 million and training costs per employee decreasing to NT$1,429.82. The satisfaction survey result was 4.5 points (out of 5 points). The data coverage rate Note 5 for average hours of training and development, as well as the amount spent on training and development, is 94.44%, excluding the site in Mexico. 

Performance Management

WNC’s performance appraisal system was developed by considering both operational efficiency and the development of individual competencies. Performance is evaluated based on two parameters: Management by Behavior (MBB) and Management by Objective (MBO). Periodically, performance in terms of both quality and quantity is simultaneously examined, and the results are compiled semi-annually with one-on-one interviews to evaluate the performance of employees, strengthen communication, adjust roles and responsibilities, foster career development, and serve as a basis for giving appropriate rewards or promotions to employees.

Competence Development

Perform competence assessment (180–360 degrees feedback) twice a year and collate supervisors’ successful cases as a benchmark for evaluating employees.

Talent Development

Reveal employees showing potential through the performance management process, provide them with training plans, and track results on a regular basis.

Career Development

WNC provides training plans for both professional specialization and management skills. Plans are provided according to employee potential and their desired career path.

Competence Development

WNC’s performance appraisal system was developed by considering both operational efficiency and the development of individual competencies. Performance is evaluated based on two parameters: Management by Behavior (MBB) and Management by Objective (MBO). Periodically, performance in terms of both quality and quantity is simultaneously examined, and the results are compiled semi-annually with one-on-one interviews to evaluate the performance of employees, strengthen communication, adjust roles and responsibilities, foster career development, and serve as a basis for giving appropriate rewards or promotions to employees. All WNC employees, excluding the Chairman and the CEO, who pass probation and who have been in service for one month or longer must participate in WNC’s performance appraisal system, 100% of WNC employees undergo performance evaluations.

Work Item Description
Goal Management (MBO) WNC's performance management cycle comprises three stages: goal setting at the beginning of the period, performance alignment during the period, and evaluation at the end of the period. Evaluations are conducted every six months.
Multiple aspects 180, 360 degrees Perform competence assessment (180-360 degrees feedback) twice a year as a benchmark for evaluating employees. Subjects include:
  • 180-degree assessment: All WNC employees
  • 360-degree (self-evaluation, evaluation by superiors, evaluation by subordinates, peer evaluation): Center-level manager and above, specific professionals
Feedback on collaborations (peers and colleagues from different units) The Company continues to encourage giving feedback on collaborations. It is hoped that balanced, concrete and immediate feedback on collaborations among internal upstream, midstream and downstream partners can facilitate a corporate culture of learning from each other and boost team spirit.
Team-oriented Performance evaluations are conducted every six months. The president can approve the performance ratings based on the Company’s overall achievement rate so as to help teams achieve their goals. When supervisors are evaluating subordinates’ performance, they should take into consideration the overall performance of their respective units, the employee’s performance in their project team and the performance of each subordinate as well as the Company’s organizational goals.
Agile communication
  • Establish Cross Functional Team (CFT) In addition to existing functional teams, the CEO can also designate employees to establish a CFT for specific projects, initiatives or customer services. This can facilitate cross-functional team collaborations to respond to the complex business environment rapidly, and increase synergies across clients and projects within the Company. This method also helps improve professional capabilities and horizontal communication skills, thereby ensuring the Company achieves its strategic goals.
  • Agile assessment: In addition to semi-annual performance evaluation and interviews, ad hoc one-on-one interviews are also conducted during the assessment period to evaluate the performance of employees, strengthen communication, update performance timely and foster career development.

Talent Development

Personal Development Plan

WNC cares about employees’ personal development. Employees and managers work together to formulate individual development plans and learning targets that cater to individual, team, and organizational goals. Through training courses, experience sharing, practical applications, job rotation, guidance and feedback from supervisors and goal-driven performance evaluations, we support and foster employees’ growth and development. Also, based on the Company’s development strategies, the Company identifies talents that have demonstrated potential for becoming future mid- and high-level managers and their needs for future development in the annual talent inventory and development meetings. Personal development plans for each talent are then formulated to satisfy the Company’s need for talent and operational stability during organizational expansion.

personal_plan

Employee Transition Assistance

When a supervisor finds that the work performance of an employee is not as expected, it is necessary to clarify whether there are other internal and external factors at play. If necessary, the supervisor will cooperate with the Human Resources Department to initiate a Performance Improvement Plan (PIP). Regular performance reviews and coaching interviews will be conducted within the period to provide employees with immediate guidance and feedback, help improve their functions and work performance, and reduce the impact on organizational performance. To assist managers in dealing with and improving the competency of failing employees in a timely and effective manner, a course on “Handling of Under-performing Employees” is held every year for newly appointed supervisors. 

Career Development

In accordance with Employee Promotion Management Regulations, WNC full-time employees who have been in their positions for a requisite number of years, and who are regarded as capable of taking on greater responsibilities than their current job grade and duties dictate, are eligible for promotions in job position or level based on their performance, professional skills demonstrated and competency, as recognized by their supervisors. 

 

  • Promotion Management Planning: Both DL and IDL employees adopt a dual-track system of both specialized and management positions to provide appropriate planning for employees.
  • Assessment of candidates for promotion: IDL employees are evaluated based on their past experience and performance in their position, in order to assess their readiness for post-promotion responsibilities. The Promotion Review Committee performs assessment after the unit supervisor’s nomination. Regarding promotions for DL employees, after production line supervisors have considered work performance and taken organizational needs into consideration, DL employees may be promoted to production line leaders and be given a raise after they pass evaluation. Alternatively, they may be transferred to positions with specialized work duties and be given work allowances. In addition, in accordance with hiring procedures for IDL employees, DL employees with distinguished performance may become IDL employees and serve as assistant engineers, engineers, or function team directors.

 

In 2024, rates of male and female employees accepting WNC career planning were 9.99% and 5.62% respectively. Â