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Employee Development

Talent cultivation is the core element in maintaining competitiveness and sustainable development for an enterprise. ASE Group has established the talent management training system since 2007. In addition to training outstanding managerial personnel to boost company sales, we also hope the courses can allow our staff members to develop their potential, make further progress and achieve self-development.


Plan — Six-Path Employee Career Development System

In ASE, all facilities need to formulate the following year's annual training and course program, according to their own business and organizational needs and adapting to the framework of ASE's Six-Path Employee Career Development System through four approaches – classroom training, online courses, on the job practice and external training. In 2017, we invested around US$2.07 million in employee development programs, averaging about US$112 per employee. We also provide reimbursements for tuition expenses for employees pursuing an advanced degree in their field of work; in 2017, 132 degrees were sponsored by the tuition reimbursement program. We specially pay attention to the cultivation of internal lecturers, and continue to run the TTT (Train The Trainer) program year by year. By the end of 2017, the group had 3,909 internal lecturers. A total of 8,315,240 training hours were completed at ASE Group in year 2017. The average hours of training and development courses offered was 121 hours per employee.

Mid-Level Managers
Leadership Development
Directors & Above Talent
Development
Team Leader
Foundation Skills
Supervisor
Management Skills
New Employee
Orientation
Engineer Technical &
Professional Skills


Do — the Annual Key Project: V-Model Training and Improvement of Competencies and Communication Skills

To enhance the effectiveness of training, we launched the V-model training (a training to begin with the end in mind) in 2017 in our China factories. A variety of approaches and teaching strategies were designed to achieve optimal results. The Kirkpatrick Model was taken into consideration in every step of the design planning, execution and measurement. Most importantly, training results were defined with measurable indicators to make it possible for trainees to understand the objectives of the training programs. Once the objectives were ascertained, it was possible to put together available resources to accomplish the training purpose.

2017 ASE Group Annual Major Execution Courses
Course Item

Leadership Training Program

Executive Key Points

  • To cultivate high-level management talents, responsible for the company's new business products/new technology development projects
  • To establish the common conscious of management and corporate accountability culture
  • A total of 1,480 managers to participate in this program

Business Benefit

The revenue generated by new products, new customers, and new technology services in 2017, which is increased by 1%* compared to 2016

Course Item

Engineering Capability Enhancement Program

Executive Key Points

  • To enhance the technical capability and obtain the professional certification for product engineers/ equipment engineers/quality assurance engineers
  • To enhance engineers'effective technology for solving yield issues, quick catching case study and meeting customers' requirement
  • We have 15,113 engineers to join this program

Business Benefit

The profit gain by rapidly acquired technical capability to service customers in 2017, which is increased 5%* compared to 2016

Improvement of Competencies and Communication Ability

To improve employees' communication skills, ASE Kaohsiung introduced Dale Carnegie Courses in 2012 to help increase enthusiasm and boost positive attitudes at work, as well as teach employees mutual respect and compassion for others. Each year, trainees and their supervisors share the changes in their thinking and behavior as a result of the courses.

In 2017, Jason Chang, ASE Chairman received from Joe Hart, CEO, Dale Carnegie & Associates the prestigious Dale Carnegie Leadership Award for Jason's continuous efforts in the investment in training and development of personnel and his unyielding commitment to building a sustainable enterprise in ASE.

Check — Effectiveness of Training: Assessment Enhancement with the Kirkpatrick Model

To ensure the continuous improvement of the Group's overall competitiveness, we have established the "Employee Development Dashboard" since 2015 and used the Kirkpatrick Model to measure the effectiveness of training indicators.

  • Reaction evaluation — to confirm course quality and the indicator we set for this level is: Score of courses satisfaction survey
  • Learning evaluation — to confirm the employee development mode and the indicator we set for this level is: Training system generation status
  • Behavior evaluation — to confirm employees' application of what they have learned and the indicator we set for this level is: Internal certified trainer
  • Result evaluation — to confirm the contributions of trained employees to the organization and the indicator we set for this level is: The key talent retention rate and the training investment cost
The "Employee Care & Development Taskforce Team" of the ASE Corporate Sustainability Committee annually reviews the dashboard indicators at each site. Based on the dashboard performance, each site is required to establish improvement activities for employee training and development.


Assessment Indicators of Employee Training Effectiveness

Action — Sharing & Improvement: Sharing of the Best Practices Among Sites

Employees' innovative spirits, talent and passion are the driving force of ASE's success. Our HR development training begins with the basic 'Six-Path Employee Career Development System' and our training results are assessed through the "Training Effectiveness Promotion Mode". We also hold internal HR seminars by inviting university professors to speak at these events. At these seminars, participants contribute ideas and engage in discussions on plans and actions to help the company's sustainable development.

In 2017, we conducted two seminars on corporate sustainability and human resource improvement practices in Taiwan and also held a V-Model training workshop in China.