Key Strategic Talent Development

2022 Wistron's Organizational Strategy and Learning Development

Strategy 1: Digital Talent Cultivation to Accelerate Digital Transformations

Wistron activated the digital transformation for factory automation in 2014. To accelerate the Company's full digital transformation, Wistron established the digital transformation strategy blue print in 2019 with three main strategies, namely "cultivation of digital talents", "digital culture formulation", and "empowerment of digital work for employees". A digital transformation academy (Digital and Analytics Academy, named the DnA Academy) was established to develop the talent needed for digital transformations. 

Wistron initiated the digital transformation for factory automation in 2014. To accelerate the comprehensive digital transformation of the company, a digital transformation strategy blueprint was formulated in 2019, focusing on three strategic priorities: "cultivation of digital talents", "digital culture formulation", and "empowerment of digital work for employees". In order to fulfill these objectives, Wistron established the Digital and Analytics Academy (DnA Academy) dedicated to nurturing digital transformation talents.

1. Upgrading the Technological Capabilities of Key Digital Talents

[Leveraging Digital Key Talents: Collaborative Value Creation in Diverse Projects]

The implementation of digital transformation requires key roles to collaborate in execution. Wistron has defined various types of key talents since 2019, and the DnA Academy systematically trains the digital project development team. As of 2022, Wistron's digital talent pool has trained a total of 982 digital key talents, including: 491 translators, 123 Product Owners, 109 Tech Leaders, 128 Data Engineers, 33 Enterprise Architects, and 98 Cloud Architects. After training, the talents combined the digital theories with their expertise in various business domains to contribute project development related to R&D, manufacturing, sales, and the supply chain, resulting in a cumulative total 355 projects. In addition, in 2022, the two key talent promotion certification systems for translation talents (Translator)  and product owners (PO) were actively promoted at the same time in order to help managers clarify the capabilities and contributions of digital talents. Therefore, appropriate incentives for the talents are provided, and the ability of the organization's digital transformation talents is improved and upgraded.

2. Soft Skill Development of Digital Technology Talents

[Constructed Technical Competency Model and Learning Roadmap]

To enhance the soft skills (mindset + communication) of technical talents and achieve the goals of Wistron's digital transformation, a Technical Competency Model of digital technology talents and a learning roadmap have been constructed. Wistron has launched 12 skill improvement programs for key role in digital transformation technology. Recognizing the importance of soft skills such as mindset transformation and communication abilities, in addition to professional training and certification, a comprehensive training curriculum is planned, covering online and offline digital knowledge, agile communication skills, coaching leadership, financial thinking, cross-departmental communication skills, and industry trend lectures. The Technical Competency Model and learning roadmap for digital technology talents have been developed based on the definitions of digital technology talents at levels L1 to L5 (assessment levels). Accordingly, the soft skills training for digital technology talents at each level is progressively implemented. In the year 2022, a total of 1682 training sessions were conducted, achieving a learning satisfaction rating of 4.7 out of 5. Through systematic learning, digital technology talents are encouraged to enhance their individual soft skills.



Talent acquisition is critical to the success of digital transformation. Wistron and its subsidiaries work together to introduce outsourced technical manpower to face the shortage of technical talents. In 2023, Wistron will expand the scope of talent development to the partners; that is, outsourced personnel will be simultaneously included in the overall training plans. The hard skill and soft skill of internal and external talents are simultaneously improved to face the goal of technological transformation.

3. Expanding for Development and Application of RPA Talent

[Global Transaction Process Automation is Driven by RPA Talents]

RPA (Robotic Process Automation, RPA) talent development plan aims to cultivate talents with digital elements to use the low-code visual development software. It does not need to wait for a professional IT development team, nor does it need to change the existing IT system architecture. The method of sorting out and optimizing the work content can be learned and mastered. The automation of office work processes can be realized independently, so that each department has the automation experts who are familiar with the works of the department. This can broaden the working skills of our employees and enhance the competitiveness of our employees and the enterprises for continuous innovation. RPA is an action learning development project that combines continuous and strategic tasks. Since 2018, Wistron has been promoting and expanding the training for automated process development to 13 global locations, with a total of 233 new RPA trainees added annually (704 in total). Each trainee has completed an average of 53 training courses (with 7 new courses added), achieving a 100% completion rate. Furthermore, to ensure the participation of non-Chinese-speaking employees in this strategic development project, 42 English courses were also added to English-speaking learner in locations such as the Malaysian plant and Indian plant in 2022 to help them quickly learn and master the RPA skills, so that employees in non-Chinesespeaking regions can have the opportunity to participate in this strategic development project. In addition, the promotion team holds RPA technology forums within the scope of promotion bases on a monthly basis to learn the development skills for members of each location as further benchmarking. A total of 1,969 participants shared skills trainings, and 65 outstanding members were promoted to pass the certification of key digital talent assessment to receive corresponding rich rewards after their ability development. To drive the development of digital and diversified work skills among our colleagues, we will continue to promote RPA projects in each location. Our ultimate goal is to achieve "RPA, Everywhere," where every Wistron employee and every plant utilizes RPA to enhance work efficiency and liberate time for more valuable tasks.

4. Digital talent training results in 2022

Strategy 2: Management Capabilities Building Leadership of Next Generation

Wistron is based on the vision of "Sustainability through Innovation". In addition to inheriting the past successful management experiences and continuously cultivating high-potential successors and leadership talents, it also responds to the next generation leadership required for transformation and upgrading based on strategic needs and external challenges, such as digital transformation, global expansion, and sustainable development. Therefore, the management team reorganized and defined the Wistron leadership competency model in early 2022 aligned with key strategies. The planning of leadership competency training roadmap is also initiated. In the future, the leadership competency will be strongly linked with the human resource system, and a competency-based human resource management system will be established. We hope to lead the innovation and change management of the team to accelerate the pace of transformation. In 2022, Wistron invested an average of 18 training hours per person in the management training for the Taiwan headquarters, representing an annual growth of 18% compared to the previous year.

1. Executive level - Sustainability Strategy Projects

Wistron cooperates with the professors from ITRI and NCCU in projects for sustainable strategies to implement Wistron's sustainable business philosophy and strategy promotion from top to bottom based on the sustainable development as the focus axis.

Lectures and Workshops on Trends in Net Zero Sustainable Business Opportunities

To enhance the Group's executive level Managers understanding of the international net-zero trend, the Group Headquarters has instructed the establishment of a project team in the Sustainability Office. This project team collaborates with CISC/ITRI and involves the participation of executive level managers from group companies such as Wistron, WNC, Wiwynn, and Wistron ITS. The team plans expert-led thematic lectures to provide insights into the international net-zero trend, industry potential, and energy. Through group discussions among the executives, the team aims to develop a blueprint and action plan for low-carbon innovation and transformation, fostering the sharing of ideas and the creation of net-zero sustainable competitiveness within the group. The overall activity process includes conducting ESG research and trend lectures as well as a one-month offline conference exchange to sort out strategies and action plans for corporate net-zero sustainable business opportunities in 2023. The participants in the event included 92 senior managers from various companies in the group (183 people in total) with an overall satisfaction score of 4.7 points (out of 5 points) to produce 11 sustainable strategy programs.

Case study: Win-Win Strategies for Sustainability and Profit

The pursuit of sustainability is a transformative process. To assist senior executives in grasping the key aspects of sustainable business, Wistron has organized case-study-based training activities. These activities guide supervisors in discussing how to achieve sustainability goals while creating value and enhancing the company's competitiveness. This approach embeds forwardthinking into the sustainable strategy action plan for 2023. The training program had a total of 63 participants, and the overall satisfaction rating was 4.6 out of 5.

2. Leader level - T-UP Development Project

The Company remains actively committed to allocating resources in the Leader-level management echelon to foster talent capable of addressing the strategic demands of digital transformation, global expansion, and sustainable development. Guided by competencies, we employ diverse talent development methods. Our approach involves allocating 70% of efforts to challenging-task learning, 20% to team learning and coaching, and 10% to training course, enabling the implementation of a range of talent development initiatives.

3. Managers level - Performance Management in Three Phases

In order to promote an open, fair, and transparent performance management system and improve the performance management abilities of managers, Wistron hosts performance management related courses every year based on the performance management PDCA cycle. The topics include goal setting, performance communication, performance improvement and skill development. When the managers value mutual and timely communications with their subordinates during the daily management, they also implement the virtuous cycle of continued development for our employees under fair, just, and reasonable performance management.

Each topic is based on the daily management cycle. "Goal Setting" training is implemented for the early phase of performance management. "Performance Review" is implemented for the mid-term phase of performance appraisal. "Managing Performance Problem" is implemented for the year-end phase of performance development. The trainings are implemented to meet immediate needs of managers and applied to management practices through learning by doing. In 2022, a total of 612 people participated in the performance courses, with an overall satisfaction score of 4.6 (out of 5). In order to assess training effectiveness, the pre- and post-tests of the courses have been added to ensure that managers can more accurately grasp and improve performance management skills. Meanwhile,"Goal Setting" and "Performance Review" on-line courses have been introduced for managers who have completed training to improve their management abilities. The online course helps managers to review and refresh of knowledge and content to strengthen performance communication skills. The number of people who took pre- and post-tests for the performance series courses was 297, and the improvement rate of preand post-tests was 52% in 2022.

In order to ensure the actual implementation of daily performance management behaviors of managers, besides providing the knowledge and skill training described above, Wistron conducts periodic surveys related to the manager's behaviors in goal setting, mid-term performance appraisal, and year-end performance appraisal. The surveys showed that the management and leadership abilities of the managers had significantly improved. The 2022 manager performance and management survey showed that the performance review completion rate was 96%. The daily coaching satisfaction score was 4.3 (out of 5). The leadership competency 360 degree evaluation score was 4.6 (out of 5). These achievements prove that managers can implement managerial actions related to performance review with employees, forming a virtuous cycle in the corporate culture.

4. Results in Management Capabilities Development of Talents in 2022

1. Consensus． Promoting the Vision of Sustainability through Innovation Globally

The Taiwan headquarter issues the vision and the mission consistent globally, and it also announced the core values to meet the needs of the external VUCA environment and the internal digital transformations, the global layout, and the sustainable operation. In addition, multilingual videos of the chairman's speech and visual design pictures are used to convey the messages, so that our colleagues around the world know and recognize them and then Wistron's core values can be displayed in daily work. In order to achieve the goal of smooth implementation of the project to the world, the corporate headquarter in Taiwan established an inter organizational project team. The CEO and Chief of Staff are the top decision-makers of the project, and the PMO (Program manager Office) is responsible for the planning, execution and control of the project. The working group adopts advocacy, training, and division of works by institutional group to achieve the core value so that our colleagues around the world can know, agree and demonstrate it in their daily work.

2. Improved Cross-Culture Communication Skills

While following the organization's vision, our employees need to understand the meaning of sustainability and the value of their work. Therefore, the Sustainability Office of the Taiwan Headquarter forms the core project team. The learning structure of ESG knowledge diffusion is planned to provide our employees with sustainable thinking in the field. On the one hand, the perpetual perspectives that are recognized, understood, and recognized can be learned and applied in daily work, and, on the other hand, the application in the field of expertise can be further studied and insighted. The Company achieves t he sustainability goals in product design, manufacturing, operation, global collaboration and other fields of business. Meanwhile, the personal professional ability can be improved.

3. Sustainable Talent Reserves

On the road to the sustainability vision, establishing a complete sustainable ecosystem is an important topic. Wistron established Suppliers Elementary Schools to help the suppliers improve their sustainable knowledge. We collaborate with the global partners to jointly explore and implement the Company's growth opportunities in sustainable operation. In addition to constructing the knowledge system, the requirements and standards set by Wistron are transparently communicated. The connection and interaction between Wistron and the suppliers has been strengthened to meet the training needs between Wistron and the suppliers. In addition, the problem of insufficient training due to frequent personnel turnover has been resolved, and the overall service quality and skills have been further enhanced to continuously improve and create a win-win situation. By the end of 2022, the supplier school has launched 30 classes and 1,071 on-line registered suppliers with a 100% completion rate of designated learning and a user satisfaction rate of 96.8%.

4. Results in Sustainable Capabilities Development of Talents in 2022

1. Advancing Language Skills of Global Talent

In 2022, we continued to promote various training programs such as ”Online Crash Course to Getting a High TOEIC Score”, “E-mail writing model course”, 1 minute short English speaking skills”, “Manufacturing English course”. These
programs were complemented by live broadcasts on daily English themes, offering diverse learning opportunities. Through interactive live sessions with instructors, our colleagues were able to flexibly schedule their learning time, practice exam questions, and assess their learning progress.

In 2022, a total of 321 employees participated in language courses, and the cumulative number of viewers of livestream lectures reached 2,604. As a result, the averaged satisfaction score of the students was 8.5 points (out of 10 points), and the averaged score of the on-line mock test was improved by 120 points. Wistron continues to conduct the annual English test at the end of the year. In order to provide our employees with a regular review of their language skills, a total of 560 employees signed up for the test and the actual examination was 516 people. 228 people thereof improved their grades, and the overall improvement rate was 44%.

In addition, Wistron also handled English UP! In 2022 in response to the individual needs of BG. Under the strategy of global layout, Wistron gives priority to providing learning resources to meet the needs of business, R&D, and other job positions. Wistron and the professional English consultant, World Citizen Core-Corner, together plan a monthly theme for English business-related ability improvement, including small talk, presentations, email writings, and conference calls. A total of 8 interactive training courses for 86 people were held this year. After the class, the students used a physical method to publish and be examined the results, and the students' satisfaction score with the overall course reached 4.6 points. In addition to the course study, English e-newsletters and one-minute short videos are actively promoted every week. Our employees are expected to easily improve their personal language skills through fragmented learning in their spare time!

2. Advancing Cross-Culture Communication Skills

Wistron international lecture series were hold in a total of seven sessions with the theme of India and Malaysia projects. These lectures combine the content of objective knowledge and their own practice through topic-focused interviews with external experts. Moreover, due to change from the above-mentioned experiences, it has changed to let the internally dispatched managers collect the management and leadership mentality, challenges, and experiences faced by the local area, and then share what they have seen and heard with the internal colleagues in order to achieve the effect of experience inheritance. In 2022, A total of 1,267 people participated in the lectures with an averaged satisfaction score of 4.4 (out of 5). 

3. Training Program of Foreign Manufacturing Engineering and Technical Talents

Internal high-potential foreign employees who meet the conditions of the training plan are selected, and a systematic learning plan is planned to cultivate the high-potential foreign talents. The 3-month intensive training is conducted with both dimensions of professional theoretical knowledge courses and practical skills. After the training, the proficiency of the professional ability of the trainees is evaluated through the skills test, and the suitability after changing positions is also ensured. After the trainees complete the training and pass the assessment, they will be transferred to the professional technician positions and continuously trained towards the engineer positions. A total of 92 foreign employees have completed the training, and 28 have passed the assessment (57 are in training) with the pass rate of the first assessment reaching 30% in 2022.

4. Results in Global Capabilities Development of Talents in 2022