Talent Training and Cultivation
Training Systems
In addition to the five college courses, WNC also encourages employees to participate in other internal and external training to increase the breadth and depth of their personal competencies. The external training courses include seminars, lectures, professional training and on-the-job training. The external training courses can be fully subsidized with the approval of the supervisor of the affiliated unit. English language training courses can be subsidized up to NT$10,000 per person per year. In addition, departments are encouraged to host reading clubs to share insights gained through books. To ensure the quality of course content, participants are surveyed after courses conclude to determine the participantsâ retention, the teaching skills of the instructors, and recommendations for course improvement.
Supervisors of all levels are encouraged to teach at least one two-hour class to share their management practices, professional knowledge/skill, lessons learned, new trends/technologies, and project experience each year. At the same time, WNC has instituted an internal instructor certification system to train instructors according to the training and development objectives of the year. Top-tier managers from different units in WNC’s sites in Taiwan and China recommend candidates for the instructors. The candidates must attend the instructor training courses organized by the Human Resources Administration Division, conduct demonstration lectures, and be assessed based on their performance in the demonstration. All instructors will be recognized on Teacherâs Day every year. Also, activities are organized during the Teacherâs Day celebration for employees to show appreciation for their instructors. As of the end of 2023, WNC’s sites have trained a total of 394 internally certified lecturers.
Regular project meetings enable employees to check progress and discuss product-related issues with other team members. Through asking questions, engaging in discussions, sharing practical examples and lessons learned, as well as preparing material and response measures in advance, employees can avoid potential issues in project management. In addition, through participating in the quarterly business review and technical exchange meetings, different units can learn skills related to organizational management, product development, and business expansion from one another.
Worldwide Learning System
E-learning System
WNCâs LMS (learning management system) human resource development system is a resource sharing platform for education, training, and performance management. You can also manage organizational and personal learning records through this system, such as applying for internal or external training. The system will automatically issue course notifications, submit after-class study reports, post-lesson satisfaction surveys and other reminder messages.
I-Learning Self-Learning Website
Due to the impact of the pandemic and a rapidly changing knowledge environment, the i-Learning self-learning website was launched on the Company’s internal website in June 2021. By linking internal and external resources, the website provides multiple learning channels, helping employees and organizations to establish self-learning environments and habits.
Modularized Courses
WNC also formulates modular courses to meet the needs of employees of different competencies and management levels. Corresponding training courses are provided in accordance with promotions and the resulting requirements of competency for the promoted position. This includes the new recruits course series, Six Sigma courses, targeted selection course series, new management training course series, basic management courses for general managerial positions, and advanced management courses such as performance management, strategic planning, and organizational development courses for middle-and upper-level supervisors.
WNC Colleges
The WNC Colleges were established in 2010 and underwent reorganization in 2021 in response to industry trends and internal organizational adjustments. The Colleges are now composed of a Digital Leadership College, a Business College, an R&D College, a Smart Manufacturing College, and an AI & Digital College. Respective colleges are led by top managers of related units, with organizational topics, future vision, and strategy adopted as points of departure for the construction of a successful template for a talent development system. In 2023, WNC Colleges held a total of 792 courses, and there were a total of 128,409 participations.
| College name | Principal | Participant | Number of Courses in 2023 |
|---|---|---|---|
| Digital Leadership College | CHRO | Functional unit supervisors | 439 |
| Business College | President | Product managers/Sales supervisors | 27 |
| R&D College | CTO | Product R&D Center/RD Forum Chairperson | 112 |
| Smart Manufacturing College | General Plant Manager/Chief Quality Officer/CSCO | Manufacturing/Quality Assurance/Materials Center Manager | 197 |
| AI & Digital College | CIO | Automation unit/Information unit/R&D unit supervisors | 17 |
Performance Management
WNCâs 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 (180â360 degrees feedback) twice a year and collate supervisorsâ 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
WNCâs 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 WNCâs performance appraisal system.
| 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:
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| 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 Companyâs overall achievement rate so as to help teams achieve their goals. When supervisors are evaluating subordinatesâ performance, they should take into consideration the overall performance of their respective units, the employeeâs performance in their project team and the performance of each subordinate as well as the Companyâs organizational goals. |
| Agile communication |
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Talent Development
Personal Development
WNC cares about employeesâ 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 employeesâ growth and development. Also, based on the Companyâs 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 Companyâs need for talent and operational stability during organizational expansion.
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.
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In accordance with management guidelines for employee promotion, IDL 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.
Career Development
In accordance with management guidelines for employee promotion, IDL 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: Adopt a dual-track system of both specialized and management positions to provide appropriate planning for employees.
- Assessment of candidates for promotion: Refer to candidatesâ 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 supervisorâs 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.
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In 2023, rates of male and female employees accepting WNC career planning were 12.8% and 11.0% respectively.
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