Key Strategic Talent Development

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Key Strategic Talent Development

Key Strategic Talent Development

Key Strategic Talent Development

With the aim of achieving corporate sustainable management and development, we continue our talent cultivation strategies of “digital capabilities”, “management capabilities”, “globalized capabilities” and launched “sustainability talent cultivation program. Wistron firmly believes that talent cultivation and development is the foundation of sustainable competitiveness for corporations, and a steadying force in an uncertain era.

2021 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, named the DnA Academy (Digital and Analytics Academy), was also established to develop the talent needed for digital transformations. The structural and digital transformation courses of the DnA Academy include “general digital training and education”, “cultivation of key digital talents”, and “digital RPA talent cultivation”. The courses utilized online and offline systematic structures to conduct digital transformation knowledge and tool training, while forming a digital culture for the organization.

  • SMAC:Scrum Master Accredited Certification

In 2021, 8 major academies were established according to the subject for talent cultivation, which include the Enterprise Architect Academy, Data Engineer Academy, Data Scientist Academy, Cloud Architect Academy, Data Governance Academy, PO Academy, Translator Academy, Tech Lead Academy.

1. DnA General Training Talent Development

[General Digital Learning] Using Micro-Learning to Quickly Create a Digital Culture

In order to continuously deepen Wistron's digital culture and thinking, the DnA Academy produced and promoted 15 “digital transformation micro-learning courses” and 10 “digital competency micro-learning courses” in 2020. The courses were divided into 3 major categories, including digital thinking, working methods, and digital skills. The online cloud academy provided an easy and simple way for employees to quickly understand the basic concepts of digital transformations and form a digital culture for the organization. In 2021, 18,203 people were trained in Taiwan and abroad. A total of 16,263 people were trained in the greater Chinese region. A total of 1,940 people were trained in non-Chinese speaking regions, including India, Mexico, and Czech Republic. The overall completion rate was 96% and the average test score was 92, with a satisfaction score of 4.5 (out of 5). In order to strengthen the working methods of the employees, the application of talent after training was accelerated. Additionally, agile express training courses were developed and combined with agile project management tools. The topics include agile development spirit, agile framework, and industry digital case sharing. As of 2021, a total of 139 employees completed the agile courses.

Wistron Digital Transformation Micro-Learning Courses
Digital Concepts Work Methods Digital Skills
  • What is digital transformation?
  • Wistron dual flywheels
  • Digital transformation project team
  • DnA High 5
  • L0 to L5 Stage Gate
  • About agile development
  • Learn Scrum in 5 minute
  • About Product Owner
  • Use Case, Epic, Backlog
  • What is an MVP?
  • Worker intelligence vs. artificial intelligence
  • Learn statistics with ease
  • Learn Power BI with ease
  • What is an RPA?
  • Two or three things about machine learning

Results of digital transformations

Number of trainees


Overall completion rate


Average Learning satisfaction


Average score


Furthermore, in order to further drive digital transformations with data and connect the digital projects to data-related applications, Wistron worked with a consultation company in 2021 to conduct basic knowledge workshops through the data governance “basic infrastructure ABC and 6 steps for scenario loops” method. Information definitions were done for areas such as human resources, manufacturing, supply chain, R&D, and finance. The information dictionary and information standards were established so that information from a single source of truth can be “searchable, viewable, and obtainable”. In 2021, the data governance academy held 2 train-the-trainer sessions, 1 train-the-coach session, cultivating 5 coaches and 27 trainers to plan and execute 12 scenario loops and identify 884 data items. 5 application projects and 3 result presentation were organized, which drove the trend for follow up data application related events, such as Low code/ No Code citizen data scientist promotion, hackathons, etc.

2. DnA Key Talent Cultivation

[Professional Digital Competencies] Training Key Digital Talents for Different Projects

In our implementation of digital transformations, Wistron requires the cooperation of key talents. 9 key talents have been defined through our partnership with the consultation company. The DnA Academy uses systematic methods to train digital project development teams. Currently, the professionals that have been trained and certified include Translator, Product Owner(PO), Tech Lead, Data Engineer, and Enterprise Architect.

Before training, the various talents are nominated internally for their potential from the different fields to participate in the audition and the selection is based on merit. The best are selected for the training program that lasts 2 to 9 months according to their expertise, including lectures, class evaluations, after-class assignments, on-stage presentations, and end-of-term presentations. Some courses included hackathons, design thinking seminars, online/offline dedicated courses, experience sharing for digital cases, case scenario practice, and 1 on 1 coaching. The courses aim to strengthen the digital skills of the students, business related solutions, and business model optimizations in order to help promote the implementation of transformation examples. After completing the training, the talents will be able to introduce new technologies and techniques into their original sales, R&D, and manufacturing applications, providing technical solutions and structural vision planning. They will lead technical teams in driving output and continue to create business value.

As of 2021, 613 digital key talents have been trained, including: 373 translators, 84 product owners, 79 tech leads, 61 data engineers, and 16 enterprise architects. After training, the talents combined the digital theories with their existing business expertise to invest in project development related to R&D, manufacturing, sales, and the supply chain, totaling 338 projects.

3. RPA Talent Cultivation

[Introduction of Process Automation] Improving Development Capabilities, Work Efficiency, and Accuracy

Robotic Process Automation (Robotic Process Automation) talent cultivation is aimed at training the digital novice to use visualized development software with minimum amounts of code, actively realizing the automation of office processes and procedures. In order to improve the digitization capabilities of employees, Wistron has introduced the development of automation. During training, trainees must attend 43 training courses and complete theoretical tests and real operations before they become RPA team members. To improve members' development skills, we launched monthly team RPA technology forums, with 933 participants. In order to promote developer exchanges, Wistron has organized 110 centralized development events by using Scrum. A total of 357 RPA talents were trained in 2020, with a completion rate of 85% and investment utilization rate of 40%. As of 2021, 267 RPA students were added, with each person completing an average of 53 training courses and a completion rate of 100%. The average satisfaction score was 4.4 (out of 5). A total of 63 RPA key digital talents were certified. 393 annual projects were introduced for RPA (robot) assisted office processes automation.

4. Digital talent training results in 2021
Training project Training results in 2021 Note
L1 L2 - L3 L4
DnA General Training Talent Development Digital talent training
  • 18,203 people trained
  • Average satisfaction score: 4.5
  • Training completion rate: 96%
  • Average test score:92 points
  • Product design:

    In the process of RD design and ebug, the development of DDE system greatly reduces time to query and compare design parameters, and improves the quality and efficiency of research and development.

  • Warehouse and logistics:

    The establishment of brand-new smart logistics platform helped the logistics automation rate within the factory reach 50 %; it saves 75% of asset inventory man-hours with the use of RFID mobile inventory technology; combined with AGV(CTU) automatic picking and preparation technology to achieve unmanned automatic feeding mode in MPA section. Logistics processing efficiency has improved by 63%, and warehouse management labor cost has been reduced by over 60%.

  • Manufacturing:

    In the field of automation, with the aid of IoT equipment and AI modeling, flexible manpower and unmanned operation have continued to advance, and the rate of factory logistics automation has reached 50%.

  • Green park and sustainable development:

    The introduction of intelligent energy saving systems, including intelligent energy inspection system, process exhaust valve automatic control system, air handling unit automatic control, etc. have saved 1,970,000KWH annually. In the aspect of renewable energy use, we have invested in the construction of a 1.8MW photovoltaic power plant, with an annual energy output of 1,800,000KWH and an annual carbon emissions reduction of 1.426 tons.

Agile development
  • 139 people trained
  • Average satisfaction score: 4.7
  • SMAC international agility certified experts: 39 people
Data governance coach/ lecturers
  • 5 coaches
  • 27 lecturers
  • 5 data governance lecturers passed the examination and were named coaches.
  • Talent investment utilization rate was 100 %
  • 12 scenario loops were executed and 884 data points were collected
  • 5 application projects were implemented
Key digital talent
  • 292 people trained
  • Average satisfaction score: 4.5
  • Average pass rate of 97.4 %
  • 29 translators passed and became L2 translators
Digital RPA Talent
  • 267 people trained
  • Average satisfaction score: 4.4
  • Completion rate was 100 %
  • 63 people RPA certified
  • 393 office affairs automation items were introduced
  • Note: The Kirkpatrick Model was used for review. L1 was response assessment, L2 was learning assessment, L3 was behavior assessment, and L4 was result assessment.

Strategy 2: Management Talent Leadership Development

Supervisors are the core talents for business operations. By training and developing the leadership abilities of supervisors at every level to improve the management skills of managerial teams and enhance the level of succession preparation, professionalism and cohesion of teams, to lead innovative transformations for the team and increase diversified overall organizational competitive advantages. When supervisors are trained, they learn about the talent cultivation strategy of the organization which will help them learn about the Company's “people-oriented” core values and put them into practice. In 2021, Wistron invested an average of 17.4 training hours per person in the management training for the Taiwan headquarters, representing an annual growth of 16% compared to the previous year.

1. Strategy Managers - Light House Project

The Light House project is the result of a partnership between Wistron and a consulting company. The consulting company provided intelligent, marketing, and consulting services and deployed talent cultivation plans based on the three major aspects.

“Strategy consultation”
Based on “development strategies for emerging 5G technologies”, two “5G strategic workshops” were organized. The research capabilities of the consultation company were integrated through the outside-in method, providing an overall view of market trends and industry chain deployment. The workshops led the group’s management team through in-depth discussions on development strategies in the 5G era and developed the strategic planning capabilities of senior managers. In total, 76 senior managers of the group participated, with a satisfaction score of 4.3 (out of 5).
“Industry trends”
In order to improve the global view of senior managers and understand future industry trends, 10 “industry trend related lectures” were organized. The topics spanned the supply chain for the electronics industry, AI cloud developments, electric vehicle industry, and smart healthcare. In total, 807 employees participated, with an average satisfaction score of 4.5 (out of 5).
“Information services”
A total of 500 “daily tech news podcasts” and “new information on tech and culture” video lectures were provided. The content was based on changes in the consumer electronics supply chain. Apart from computers and communications, the lectures and podcasts talked about semiconductors and display industries and explored new opportunities in industrial computers and vehicles of the future.

2. T-UP Development Project for Mid-Level and Senior Managers

In response to the external VUCA (Volatility, Uncertainty, Complexity and Ambiguity) environment and the requirements for internal digital transformations and global deployment, besides investing resources in the cultivation of key technical talent, consolidating the core organizational management team is a key strategy for talent development within the Company. The talent cultivation for the succession of mid-level and senior managers in 2021 introduced the external, internationally recognized Potential Plus Test. The managers in the greater China were used as the benchmark to understand the attainment of target positions by the evaluated employees. The level of preparation and training program for the professionals were determined, and individual development program (IDP), group development program (GDP), and “managerial level training courses” were implemented.

Individual development program (IDP)

The development goals are focused on leadership competency and digital competency. A 360-degree, multi-dimension evaluation is used to review the strengths and competencies to be developed for the individuals in the development program. The individuals choose one competency and discusses t key tasks of the current year with their direct supervisors, and 1 on 1 meetings are conducted each month. Additionally, HR competency counselors implement competency counseling feedback and tracking. Furthermore, the HR teams of various business units have developed diverse learning resources based on supervisor needs, including online synchronous virtual classes and Harvard Business Review videos, articles, and online study groups. The diverse and flexible learning model allows each participating manger to choose suitable learning resources, in order to use more efficient methods to establish shared languages and skills for managerial positions. In 2021, 357 senior managers participated in the development program, with a satisfaction score of 4.7 (out of 5) and completion rate of 88%. 52% of the managers showed improvements in their 360-degree competency.

  • 357 senior managers participated in the development program, with a project satisfaction score of 4.7 (out of 5)
  • Program completion rate of 88 %52 % of the managers showed improvements in their 360-degree competency
Group development program (GDP)

The development program is based on “Action Learning”. Compared to normal training programs, Action Learning emphasizes the solving of practical problems and adopts the learning model of “learning through doing”. Through the interdepartmental learning groups, we are able to solve existing organizational problems and innovative transformation topics. These topics include the Technology Powerhouse accelerator implementation project, seeking and cultivating potential technologies and advantages, seeking business opportunities and expanding business fields, establishing BI/Advance Analytics structures and expanding the applications, seeking and implementing valuable cloud usage examples. While solving the existing organizational problems, the groups are also able to develop the competency of managers. The leadership abilities of the managers are reviewed and improved through coaching, student feedback, and self-reflection.

  • A total of 23 senior managers participated in the 3-month training program, which was focused on digital transformation issues and business strategy deployment. The overall project satisfaction score was 4.6 (out of 5) and 86 % of managers showed improvements in their 360-degree competency.
Management training

Apart from the IDP/GDP project development programs, and in order to comprehensively improve senior manager management knowledge and skills, Wistron organized 50 in class training and online courses for managers of every level in 2021, which focused on “establishing a successful team and utilizing influence” for leadership and “business acumen” for business capabilities. The topics covered authorization, coaching and leadership, communication, conflict management, and financial thinking.

  • 2051 people participated in the training
  • A satisfaction score of 4.5 (out of 5) and a completion rate of 97 %

3. Front line manager - Performance Management

In order to effectively 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 managers value two-way and instant communications with their subordinates during daily management, they also implement the virtuous cycle of continued development for employees under fair, just, and reasonable performance management.

Each topic is based on the daily management cycle. “Goal Setting” is implemented for the early stage of performance management. “Performance Review” is implemented for the interim stage of goal execution evaluations. “Managing Performance Problem” is implemented for the final stage of performance development. The topics allow the courses to meet the requirements of managers and strengthen the opportunities for practical applications, in order to achieve effective training. In 2021, apart from the continued implementation of the three-part performance training program, “Goal Setting” and “Performance Review” online courses have been introduced for managers who have completed training to improve their management skills. The courses use the revision of knowledge and content to strengthen performance communication skills. In 2021, a total of 1,233 people participated in the performance training, with an overall satisfaction score of 4.7 (out of 5).

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 conditions of manager goal setting, interim performance evaluations, and final performance evaluations. The surveys showed that the management and leadership abilities of the managers had significantly improved. The 2021 manager performance and management survey showed that the performance review was 96%. The daily coaching satisfaction score was 4.4 (out of 5). The leadership competency 360-degree evaluation score was 4.5 (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.

Coaching Survey
360-degree evaluation

4. Management training results in 2021
Training project Training results in 2021Note
L1 L2 - L3 L4
Executive Strategy navigator-Light House
  • 883 people trained
  • Average course satisfaction: 4.4
  • A total of 2,348 people were activated on the information transmission platform.
  • A total of 500 “daily tech news podcasts” and “new information on tech and culture” video lectures were provided.
  • Finance digitization platform

    The Wistron Pulse platform was established to accurately provide financial information. It uses the PBI (Power BI) platform to integrate financial data and display it through dashboards. The system replaces the manual methods of scouring different ERP platforms for information of the past, saving the time used to analyze the reports manually. The Margin Alert function of the system can effectively manage the shipping status for projects and prove early loss warning. In the 3 months between July to October, 2017, Margin Alert was used by 1,790 people, with 92.9%(Net Performer Score) of users recommending the service.

  • Project Management Dashboard Model

    The development of the project management dashboard model aims to provide project risk indicators, in order to control project risks before they occur and to understand the investment of manpower and review allocation within and without the project budget. At the same time, the best project team is created according to the personnel skills and domain knowledge criteria. Personnel deficiencies are identified for further cultivation to increase project improvements and customer satisfaction. The project results are the creation of the "Manpower Model" and " Benefit Measurement Model ".

  • Innovative business model for AI cloud services

    In the past, single project AI cloud services could not expand the scale of revenue and the development goal was to productize the project team's AI cloud service development capabilities. The innovative business model is used to strengthen the requirements and scale of customers (enterprise/government/users). We aim to improve customer and product oriented concepts to increase the AI cloud service professionalism of the team and release AI SaaS cloud service models. The service currently offers dengue fever and fish species analyses and has successfully created a new business model. It has been launched on the WiAdvance VAS platform and partnerships are being negotiated with several companies.

  • Construct the BI/Advance Analytics structure and expand the application scenarios

    The IT supervisor guides their team in the use of digitization tools to facilitate cooperation and improve work efficiency. Information publication and sharing is added and expanded within the Group. Lastly, we aim to improve the quality of our employees. Technology promotion and usage experience sharing are used to improve employees' capabilities and awareness related to BI and Advance Analytics.

  • Valuable cloud use cases

    Researching successful internal and external cloud use cases to figure out their benefits (speed, quality, stability, and security) are identified and conveyed to decision makers. Value and benefits are created through the use of the aforementioned cloud technologies connected with current customer projects and examples. After the project ended, 15 systems were successfully migrated to the cloud, 8 new systems were integrated in Power BI, and built a AI model sharing platform used in 93 models of 29 projects. In the future, in addition to the continued use of Azure services, AWS and GDP services will be introduced, creating a hybrid public cloud (SBG CallLog).

Management Succession Plan - Mid-level to senior manager T-UP development project Individual development program (IDP)
  • 357 high potential supervisors
  • Average course satisfaction: 4.7
  • Project completion rate was 88 %
  • 52% of managers showed improvements of 360-degree competency (52% of managers showed improvement in competency from 360-degree feedback)
Group development program (GDP)
  • 23 high potential supervisors
  • Average course satisfaction: 4.6
  • 86% of managers showed improvements in their 360-degree competency (86% of managers showed improvement in competency from 360-degree feedback)
Management course and training
  • 2051 people trained
  • Average course satisfaction: 4.5
  • Training completion rate was 97 %
Preliminary management performance
  • 1,233 people trained
  • Average course satisfaction: 4.7
  • The results of the manager performance survey showed overall growth compared to 2020.
  • The employee satisfaction score of managers daily coaching was 4.4
  • Leadership competency 360-degree evaluation score was 4.5
  • Note: The Kirkpatrick Model was used for review. L1 was response assessment, L2 was learning assessment, L3 was behavior assessment, and L4 was result assessment.

Strategy 3: Improving the Global Views and Sustainable Ideas of Professionals

With the development strategies for international views and sustainability of talents, Wistron continues to cultivate international talent. We also realize that in this unpredictable environment, a sustainable understanding among all employees is an indispensable part of achieving sustainable development for the organization.

1. Improve the Language Skills of International Talent

In order to improve the basic skills of our global deployment, Wistron uses its subsidiary, TibaMe learning platform, to work with the Live ABC group to organize online English courses, which included 3 TOEIC accelerated courses and 1 business English course for employees. 4 times English livestreams were also organized to provide diverse learning. By working with lecturers online, employees can flexibly plan their courses and practice their skills according to their progress.

In 2021, 768 employees participated in the courses and 1131 employees attended the livestream lectures. Compared to the previous year, 209 employees attended the TOEIC in-person lessons, and self-learning grew by 3.7 times. The average satisfaction score of the students was 8.6 (out of 10). The net promoter score (NPS) was 64%. The online mock test scores improved by 120 on average. In order to periodically review the language skills of our employees, Wistron organized annual English exams at the end of the period. A total of 687 employees participated, with 49% of the employees showing improvements in their test scores.

2. Improved Cross-Culture Communication Skills

As we improve the language skills of our employees and become an international organization, Wistron has organized cross-culture communication courses. The cross-culture lectures were conducted in a period of 4 months, with 2-hour lectures being held every month. The topics included “sensitivity and communication of international business cultures”, “cross-culture scenarios and management strategies”, “cultural, rights and interests, and conflict management”, and “organizational reforms and changes”. During the pandemic, the overall learning will continue to the first quarter of 2022 through livestreams hosted by the lecturers. As of the end of 2021, 116 supervisors have participated in the courses, giving an average learning satisfaction score of 4.6 (out of 5).

3. Sustainable Talent Reserves

To strengthen sustainable development vision, fulfill corporate social responsibilities, promote economic, environmental, and social advancement, and attain sustainable development goals, Wistron established the ESG Committee in 2019, which used “sustainable development” as a key strategy for the next 20 years. With this strategy, Wistron has set various tier-development targets. These targets include carbon reductions, supply chain management, employee support creation, labor rights protection, and circular economy. In order to reach these major targets, a team with “sustainable development” knowledge must be established within the organization for implementing the organizational goals and adopting international sustainable development trends.

In order to accelerate sustainable developments in the organization, Wistron invited external consultants and talents to organize 31 talent cultivations and coaching events related to ESG in 2021. The topics included ESG vision and goals, business risks, carbon disclosure, human rights risk management, social welfare/charity performance evaluation, greenhouse gases, product life cycle assessments, etc. Furthermore, sustainability indicator refinement coaching was organized to improve the awareness of sustainability and the meaning of external institution ratings among employees. We encourage team members to actively respond to major ESG issues and achieve the tier targets. A total of 1,077 employees participated in the abovementioned training and coaching events, completing the deployment and training of a sustainable development seed team for the organization.

With regards to the various ESG evaluation results in 2021, Wistron’s DJSI score increased from 63 to 81 and we climbed to 7 places in the Excellent in Corporate Social Responsibility Awards, from 25th to 18th. We also received the Taiwan Sustainability Report Silver Award (Bronze Award in 2020). Apart from representing Wistron’s dedication to improving the various dimensions of ESG, the awards show that Wistron’s employees are gradually learning to necessary knowledge and skills to promote internal management reforms and adopt international indicators. We continue to raise awareness of the importance of ESG among Wistron employees and understand the relationship between life and work.

4. Global Talent and Sustainable Talent Training results in 2021
Category Number of people / satisfaction Training results in 2021
globalized capabilities Improve the Language Skills
  • 768 people participated in the courses
  • 1,131 people attended the livestreams lectures
  • 8.6 satisfaction score (10 point)
  • 687 people attended the English examination
  • The self-learning growth rate was 3.7 times for TOEIC course
  • Net promoter score (NPS) of the course is 64 %
  • Mock test scores improved by 120 on average
  • The annual increase in English test scores is 49 %
Improved Cross-Culture Communication Skills
  • 116 people participated in the courses
  • Average satisfaction score was 4.6
  • The cross-culture lectures were held per month in a period of 4 months. The topics included “sensitivity and communication of international business cultures”, “cross-culture scenarios and management strategies”, “cultural, rights and interests, and conflict management”, and “organizational reforms and changes”.
Sustainable capabilities
  • 1,077 people trained and counselled
  • DJSI score of 81 (Increased by 18)
  • 18th place in the Excellent in Corporate Social Responsibility Awards (Progressing by 7 places)
  • Silver Medal for Taiwan Sustainability Report (Bronze Medal last year)