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 2020 2021 2022
Male Female Male Female Male Female
Assistant manager or above 56.8 54.7 72.4 61.4 65.7 57.4
Below assistant manager 67.2 61.6 66.3 56.5 70.7 60.3
Average by gender 66.2 61.2 66.9 56.7 70.2 60.1
Average training hours per employee 64.0 62.5 65.7
*NoteAverage training hours per employee in 2022: Taiwan Fixed Network: 62.8; Taiwan Teleservices & Technologies: 70.9; Taiwan Digital Service: 59.0; Taihsin Property Insurance Agent:19.1; TWM Broadband: 26.9; Taiwan Kuro Times: 1.1; TWM and its affiliated companies: 67.8

The average training hour was 67.8 hours in 2022, higher than our target (50 hours) and global average (32.9 hours).
*Global average training hour data source: The Association for Talent Development 2022 State of the Industry report. The report is based on data from 174 organizations of various sizes, industries, and locations.

Average training expenses per employee in 2022: TWM and its affiliated companies: 2414.8 NTD

Training and development categories and results in 2022
2022 Key Employee Development Programs
  Corporate transformation program Mentor program
Program Description This program provides AI, big data, agile response to changes, inter-unit internship working club etc.
Cooperate with internal and external organizations to cultivate employees’ professional skills involved in innovative services and digital transformation.
The mentor program aims to help mentors develop leadership, communication, interaction, offer feedback, listening skills and help new employees overcome anxiety in a new work environment.
Benefits We have made proactive efforts to ensure employees’ technical skills are enhanced and upgraded to drive the company’s transformation and cope with rapidly changing market.
After this training program, employees proposed business improvement plan, such as:
-With the aid of AI, machine learning, big data and GAN, employees discovered the use of AI visual robots for image recognition to enhance the efficiency of reviewing application forms (achieved 99.9% accuracy in print recognition and 97.5% in handwriting recognition.).
-Utilizing AI and big data, employees implemented automated processes to adjust the power-saving period of base stations daily (additional 20% energy-saving /saved NTD14,239,717).
This program can increase business productivity and employee engagement.
We cultivate mentors and 341 mentors have got the certification. In 2022, the new employee seminar achieved a satisfaction rate of 96.3% and a recommendation rate of 98.8%. Turnover rate of participants is 1.6%, lower than that of non- participants.
We conduct employee engagement survey in 2022. Survey results show that "I have a very clear idea of my job responsibilities." -satisfaction rate is 94%”. "People in my department/ team work together as a team."- satisfaction rate is 87%” (higher than market norm+ 34%). These statistics indicate that employees highly recognize "mentoring" culture.
% of FTEs participating in the program 84.6 20.0
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 93.7 (3.3% higher than the target) in 2022.
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 2022, employees who had passed certification exhibited around NTD 1,204,433,826 B2B revenue contributions.

The Company invests in the development of employees' innovation and improvement in response to its transformation. In 2023, 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 2022, all hi-po employees had developed their IDPs, the complete rate of those talents' IDP was 95.1%, and 21.4% talents had already been appointed to serve key positions.
  • 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: Appointment with Jamie

Figure: Training for Internal Lecturers

Figure: Training on innovative thinking

Figure: The Best Practice of TWM Seminar

Figure: "Base Station Maintenance" Work Experience

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 2022.
Performance management and career development
Performance appraisal system aims to evaluate individual and departmental performance based on the company's annual goals.
100% of all employees and management executives shall set their objectives which align with the company's objectives.
Supervisors shall provide ongoing feedback to ensure that employees deliver results as expected. Through the evaluation of performance, supervisors can identify areas of strength and opportunities for improvement and provide targeted coaching and development opportunities to enhance individual and team performance. Supervisors consider individual strengths and weaknesses, as well as career development, during the appraisal process to create customized development plans that align with their team members' long-term career aspirations. Thus, supervisors can help team members reach their full potential, enhance employee satisfaction while also driving the success of the company.
1. Performance evaluation - target setting
We instituted “Employees Performance Evaluation Policy” to evaluate performance regularly. We utilize the method of Management by Objectives (MBO), which involves collaborative between employees and their line managers every year. These objectives are measurable and pre-defined, aligning with the company's overall goals. Ongoing check-ins take place to ensure that employees remain on track towards their goals. Employee performance results will be reviewed and evaluated 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 2022, 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 87% (5% higher than global telecom norm & 3% higher than Taiwan norm)
“My job performance can be assessed reasonably” - the satisfaction rate is 80% (4% higher than global telecom norm & 7% higher than Taiwan norm)
“My supervisor provides timely feedback on my job performance.”- the satisfaction rate is 87% (4% higher than global telecom norm & 5% higher than Taiwan norm)
3. Team-based performance appraisal
We use team-based performance appraisal to evaluate employees as part of a team, in addition to their individual contributions. Team goals are set based on project objectives, and performance is assessed on how well the team achieves those goals. Our approach involves a combination of individual and team evaluations, with appropriate weighting applied to each review. By using this method, we can ensure that employees are working collaboratively and effectively towards company's objectives.
4. Agile conversations
Agile conversation is a key component of our performance management approach, which emphasizes ongoing feedback and development conversations throughout the year. These conversations are more than just formal reviews, they are ongoing check-ins between employees and their managers. During these conversations, both parties collaborate to set goals, address challenges, and identify areas for growth and development. By focusing on the process rather than just the outcome, employees have more opportunities to receive feedback and make adjustments to their performance in real-time. This approach enables our employees to feel more engaged, supported, and empowered in their roles. In turn, this leads to higher levels of productivity, job satisfaction, and employee retention. Overall, we believe that agile conversation is a valuable tool for fostering a culture of continuous improvement and development within our company.
5. Formal comparative ranking of employee
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.
6. 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 2022 was 9.1%. (2021: 10.2%、2020: 13.7%、2019:17.7%) 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.