Career Development and Training

We spared no efforts in creating a sustainable and diversified environment for learning and development. We are committed to cultivating a positive work culture and foster an environment where employees feel valued so that we can solidify the fundamentals for business excellence. As the leader in digital convergence, we continued our development focuses in the areas of technology, products, services, tendencies, and mindsets so that we can achieve a win-win goal in employees’ growth and corporate excellence.

We develop corresponding training programs and development paths for management and employees in accordance with industry trends and enterprise development strategies.

  • At the end of every year, we conduct training needs survey by collecting information about industry tendency, arranging interviews with top executives, and assessing the competency gap and employees' questionnaires (to ensure the annual training plan is in accordance with business strategies, work requirements, and employee development).
  • Supervisors provide customized coaching and training to their subordinates regarding division goals, annual objectives, career development plans, and feedback obtained from the multidimensional system.
  • We endeavor to shape the learning organization through facilitating knowledge sharing and leveraging internal know-how.
  • We provide diversified training categories to satisfy various needs for employees in different career stages, from new hires to top executives.
  • The rate for employee’s attendance to training courses was 100%.

Number of training hours for TWM employees in the past three years

Item 2018 2019 2020
Male Female Male Female Male Female
Assistant manager or above 54.0 53.2 54.2 66.2 56.8 54.7
Below assistant manager 91.0 85.7 67.8 60.3 67.2 61.6
Average by gender 71.2 64.9 66.4 60.6 66.2 61.2
Average training hours per employee 68.4 63.8 64.0
Note: Average training hours per employee in 2020: Taiwan Fixed Network: 47.9; Taiwan Teleservices & Technologies: 57.6; Taiwan Digital Service: 61.6; Taihsin Property Insurance Agent:21.1; TWM Broadband: 19.1; Taiwan Kuro Times: 13.3; TWM and its affiliated companies: 65.0

The average training hour was 65.0 hours in 2020, higher than our target (50 hours) and global average (34.7 hours).

*Global average training hour data source: The Association for Talent Development 2020 State of the Industry report. The report is based on data from 238 organizations of various sizes, industries, and locations.

*Breakdown by gender: Average hours per male of training and development: 66.3 hours; average hours per female of training and development: 63.6 hours.

*Breakdown by type of training: Internal training 184,769.6hours; dispatch assignment training 10255.7 hours; online training 179,719.0 hours; learning resources & learning social groups 794.4 hours.

Average training expenses per employee in 2020: TWM and its affiliated companies: 2580.8 NTD

*Breakdown by gender: Average amount spent per male of training and development: 3,810.7 NTD; average amount spent per female of training and development: 1,233 NTD.

*Breakdown by type of training: Internal training 12,106,716 NTD; dispatch assignment training 2,796,529 NTD; online training, learning resources & learning social groups 4,500 NTD.

Training and development categories and results in 2020

Ensuring the training quality and actual learning
To ensure the effects and quality of our training courses, the training system incorporates “needs analysis” and “in-depth planning” before a program begins, and follows up with performance assessment and review after a program ends. If a training program fails to meet its satisfaction indicators, it will be carefully reviewed and corrective actions will be taken immediately. Our course satisfaction was 93.2 (2.7% higher than the target) in 2020.
To keep abreast of changes in the industry, the development of technical competencies has been the focus of our long-term plan, which includes
  • Supervisor’s regular reassessment of employees’ professional capabilities and certificates.
  • Formulate technical skills and certifications needed in congruence with emerging technologies to provide appropriate professional training to employees to keep our competitiveness.
  • In 2020, employees who had passed certification exhibited around NTD 367,086,000 revenue contributions.

The Company invests in the development of employees' innovation and improvement in response to its transformation. In 2021, we will continue to assist employees to internalize Data DNA in work scenarios and decision-making.

Develop and retain talent to build up a positive cycle for the Company
  • Talent management: Key positions and managers who show potential were identified as the basis for future cultivation and assistance in personal development. Hi-po employees have a tailor-made training and development plan (IDP, Individual Development Plan), which is implemented and reviewed quarterly. In 2020, all hi-po employees had developed their IDPs, the complete rate of those talents' IDP was 85.5%, and 29 talents had already been appointed to serve key positions.
    With the implementation of a succession plan, we can build, retain talents, strengthen the company’s competitiveness, and match internal employees with available executive positions for internal recruiting.
  • Appointment with Jamie: Hi-po young talents are selected and invitied to join appointment with Jamie. Talents can create proposals and selected proposals will be put into practice. President will interace with these young talents, and provide appropriate assistance when needed.
  • Internal know-how sharing: We invited top executives to be speakers for our employees on important issues such as industry trends, markets, proper attitudes in workplaces, etc..
  • New Employees Care Programs: Through the implementation of orientation, questionnaires, mentorship, new employee online community, on-job training, manuals, seminars, etc., we enabled new employees to quickly adapt to our environment, therefore becoming more productive.
  • We have shifted our focus from lagging indicators to leading ones: According to employees’ survey results, we have formulated follow-up action plans and tracked the effects of these actions taken to increase employee loyalty and retention rate.

Figure: Appointment with Jamie

Figure: TWM Talk Seminar: President Lin talked face-to-face with employees on innovation, ethics and growth


Building a diverse and inclusive culture
Diversity and inclusion are fundamental to our culture and core values. We are committed to building a thriving community of diverse professionals – one with different perspectives, ideas, and backgrounds that contribute to a diverse and inclusive culture.
We believe that gender diversity supports corporate outperformance through access to a bigger talent pool, reputation as a more attractive employer for skilled people, higher retention of top talent, and more motivated employees. In order to accelerate gender diversity and inclusive culture, we implemented several measures in 2020.
Performance management and career development
We create career advancement opportunities by allowing our employees to work according to their strengths. There is an annual performance evaluation system that makes employees aware of TWM’s goals as well as their personal goals. Supervisors periodically discuss his/her employees’ career plans with employees directly and suggest courses for them to better prepare for future career success. The results of evaluations are taken into consideration when determining compensation/benefits for employees and are used as references for their career advancement/development.
1. Performance evaluation - target setting
We instituted “Employees Performance Evaluation Policy” to evaluate performance regularly. All objectives are set based on the supervisor/employee’s two-way communication & consensus at the beginning of the year. It has regular and interim evaluation & tracking, the contribution value could be fairly assessed at the end of the year.
2. Multidimensional performance appraisal (360-degree feedback)
We are committed to keep open and transparent communication channels between management, subordinates, and peers. The adoption of multidimensional performance appraisal enhances mutual communication between management and employees. We incorporated a multifaceted appraisal system in 2015. Employees’ supervisors, peers & subordinates can give feedback to the employee through the system. The objective aims to help employees realize their strengths & weaknesses to facilitate personal development and learn how to cooperate with others to achieve better team performance.
The supervisor will have access to feedback given by the employee’s peers or subordinates before conducting a performance interview.
To implement an open and transparent culture, feedback are given by employees using his/her real name. Employees are required to provide concrete examples or specific instances for their feedback to be credible and valid.
Supervisors will discuss the feedback with the employees to assess their overall performance for the year and set targets as well as an individual training plan for the upcoming year. We endeavor to build effective & timely employee communication and to foster harmonious labor relations that will create win-win scenarios for TWM and our employees.
We conducted an employee survey in 2020, and survey results show that employees are satisfied in the “Performance Management” dimension.
“I have clear measures for each of my objectives.” ”- the satisfaction rate is 86% (10% higher than global telecom norm & 3% higher than Taiwan norm)
“My job performance can be assessed reasonably” - the satisfaction rate is 78% (9% higher than global telecom norm & 8% higher than Taiwan norm)
“My supervisor provides timely feedback on my job performance.”- the satisfaction rate is 83% (2% higher than global telecom norm & 5% higher than Taiwan norm)
3. Formal comparative ranking of employees
TWM adapts a forced ranking system to identify employees’ performance by using person-to-person comparisons. Manager & non-managers are in separate groups for rating. Managers rank employees into 5 categories:1: Outstanding, Distribution is 10%2: Superior, Distribution is 25%3: Meet Requirements, Distribution is 50%4: Marginal, Distribution is 10%5: Improvement Needed, Distribution is 5%.
After the grades of performance evaluation have been finalized, supervisors will officially notify their subordinates of the results. The degree of communicative effectiveness is also examined by conducting a survey of all employees to determine if supervisors have clearly communicated the results of the appraisals to the employees & explained the matters require improvements to guide their corrective action and keep track on the correction until improvement is made under appropriate procedures. Employees who were successful in reaching their targets received a favorable ranking, and they were also able to earn better bonuses and higher percentages in salary raise.
4. Career Development Program
We encourage employee’s involvement in career management, to raise awareness & promote a proactive attitude. We create career advancement opportunities by allowing employees to work according to their talents. During annual performance evaluation, employees can express their career development objectives and willingness to have job rotation within the division or cross-functional division, and even affiliated companies through online career development survey. In 2019, we add job achievement question in the survey, aiming to realize job assignments which employees will feel motivated to do it well. It provides references to supervisors when redesigning and assigning tasks.
Depending on each employee’s survey result, supervisors shall periodically discuss with employees about career plans and suggest courses, on-job training, or job assignments relevant to the future careers. We offer employees a wide variety of career development opportunities. TWM and its subsidiaries’ job vacancies are all posted on intranet and employees can apply through the internal recruiting process for job transfer. The internal transfer rate in 2020 was 13.7%. (2019:17.7%、2018:19.9%、2017:8.6%) The Company respects employee transfer decisions in principle. We encourage employees take initiative to enrich learning experiences and fulfill career development through internal job rotation. Moreover, this helps to reduce the turnover rate.

Percentage of open positions filled by internal candidates (internal hires) -breakdown by age and gender

Year 2017 2018 2019 2020
Total 8.6% 19.9% 17.7% 13.7%
Breakdown by age
< 30 years old
23.4% 63.2% 48.3% 15.0%
30-50 years old 75.0% 36.8% 48.3% 80.0%
>50 years old 1.6% 0% 3.4% 5.0%
Breakdown by gender
Male 53.1% 31.1% 30.3% 36.7%
Female 46.9% 68.9% 69.7% 63.3%