Education And Training

Education And Training

We are convinced that talent is the key to business sustainability. To put talent cultivation into execution, we are committed to building a sound training system, improving the quality of training courses, and providing multiple learning channels. Training methods have also been optimized to increase the value of talent, driving the common growth of the Company and the staff.

 

Management Approach

Disclosure	Novatech's Practices
Importance	Ensure the development of the employees' careers and the Company's profitability
Management strategies	Continuously enhance the quality of human resources and work competencies, inspire employees' passion for their work, and encourage employees to challenge themselves, thereby creating higher corporate value and achieving business goals and future developments
Policies/ commitments	Long-term talent cultivation strategy Training Quality Management Manual
Goals and targets	Establish the sustainable development training system and standards for c-suite executives Promote and communicate corporate governance and corporate social responsibility on a quarterly basis (orientation) Achieve an at least 75% satisfaction rate on internal training courses Accumulate an average of more than 15 training hours per person
Responsibility	Administration Department
Resources	ISEP Department
Grievance mechanisms	Hold four business review meetings and one staff meeting every year Contact: Jamie Yu E-Mail : Jamie_Yu@novatech.com.tw Tel:03-6676868 Ways of communication: email, telephone, employee voice, Employee Welfare Committee, labor-management meetings
Action plans	Provide multiple learning channels, including internal training, external training, on-the-job training, online learning, etc. Implement the Plan-Design-Do-Review-Outcome (PDDRO) cycle to check on the training effectiveness, realize employees' career development, and enhance overall competitiveness
Effectiveness assessment	Conduct competency evaluations on a regular basis every year, have department heads evaluate the effectiveness of functional training for employees, and grant raises or promotions based on performances

 

Talent Cultivation

Adhering to the concept that talent is the cornerstone and most valuable asset of corporate sustainability, Novatech has continuously invested in building a sound training system to increase employees' expertise and service quality for clients. Comprehensive training contributes to not only the Company's profitability, but also the competitiveness of both the Company and the staff. In 2019, the "Training Quality Management Manual" was drawn up, along with the constitution of the Training Team, which is tasked to design and approve the annual training programs in cooperation with the Human Resources Department and heads of departments, and to review training results and discuss improvement plans on a regular basis. According to the Plan-Design-Do-Review-Outcome (PDDRO) cycle, the Training Team designs training courses by taking business strategies, job requirements, and personal developments into account, so as to provide an opportunity for employees to continuously learn and advance. Training courses cover professional knowledge, technology and attitude, self-inspiration, and competence-based management; based on personal performances and career developments, employees learn their strengths and weaknesses and draw up their personal development plans accordingly to increase their professional knowledge and skills step by step, thereby improving the Company's competitiveness.

At Novatech, a variety of learning channels are provided to meet different needs of employees. By forming a quality work environment that promotes limitless development, we enable our employees to create value and achieve their work goals in response to the everchanging market and technological advances. In 2019, the Company organized 282 internal and external training courses, with NT$983,055 spent and 5,573.57 training hours in total and 37.82 training hours/person on average. Novatech respects gender equality. Learning resources are distributed equally regardless of gender. Based on the job requirements, employees have access to a wealth of professional training courses that can take their competencies to the next level. According to the number of trainees in 2019, the average number of training hours2&3 of managerial male and female employees 1 reached 30.78 and 46.10 respectively, and the average number of training hours2&3 of non-managerial male and female employees reached 44.41 and 30.01 respectively.

 

 

The Company provides various learning channels, including:

• Internal training: Internal and external lecturers are engaged to hold various training courses in the Company.
• External training: Employees are assigned to attend external training courses or seminars related to their work.
• On-the-job training: On-the-job training such as work guidance, practice, and participation in projects enables employees to learn knowledge and skills required for work by doing.
• Online learning: The established online learning platform is provided for employees to learn through the Internet anywhere, anytime.

 

According to the departments' performance goals, employees' career developments, and annual training plans, training programs are divided into the following:

 

 

Novatech continues to invest in education and training to help the Company and the staff grow together. We also review the training results through satisfaction surveys in hopes of continuously perfecting our training system in line with the employees' career developments and the Company's goals amid the every-changing market. We achieved a 94.5% satisfaction rate on employee training courses in 2019.

 

 

 

 

 

 

Performance Evaluation

Novatech has drawn up the "Regulations Governing Employee Evaluation," which specifies a complete, impartial and reasonable performance evaluation and improvement system, to promote the "upward, forward and outward" development of talent. We always uphold the idea of putting the right people in the right place in order to help all employees reach their full potential. In 2019, we adopted the electronic midterm and final evaluations to review every employee's annual work plan and key performance indicators. A total of 157 employees participated in the evaluations, of which about 58.60% were men and 30.57% were women.