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.
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.
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
Leadership Training Program
The revenue generated by new products, new customers, and new technology services in 2017, which is increased by 1%* compared to 2016
Engineering Capability Enhancement Program
The profit gain by rapidly acquired technical capability to service customers in 2017, which is increased 5%* compared to 2016
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.
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.
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.