Human Capital Management
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Human Capital Management
Employees are not only the long-term capital of the Company, but also the foundation stone of the innovation. We are committed to providing employees with a good work environment and reviewing and moderating the employee management rules on a regular basis with reference to the regulations at the region where the Company is located and the operation status of the Company, in the hope to ensure effective improvement of the work efficiency by providing good work conditions and atmosphere. We have a well-established training system and are dedicated to the improvement of the talent retention rate in order to strengthen the competitiveness of the Company in the industry.
Employment principles
Qisda prioritizes hiring local workers in its recruitment process and is committed to developing diverse channel projects.There is no discrimination based on race, religion, color, nationality, gender, or other factors, and child labor is strictly prohibited. We hopes to manage the turnover intentions of the employees effectively. When an employee submits a resignation letter, the immediate supervisor will be promptly notified and arrange a meeting to understand the reasons for leaving and attempt to retain an employee.
Due to factors such as economic fluctuations and environmental changes, a healthy turnover rate ensures Qisda a continuous flow of new talents. The voluntary turnover rate of Qisda in Taiwan was 9.9%. In China, due to the specific local domestic labor market conditions, the turnover rate is generally higher, especially among direct employees.
Talent Development
With Qisda Academy as the foundation, the training system is structured with four academies that are divided into "the School of Professional Competence","the School of Learning and Growth","the School of Innovation and Continuous Improvement ","the School of Leadership and Management." To provide employees with more real-time learning resources, we have established the online e-learning platform and knowledge sharing platform. In addition to physical courses, employees can participate in online courses for knowledge learning through these platforms. Since 2019, the Company has advocated mobile learning, increased the proportion of digital courses and developed the learning APP; therefore, the employees can utilize spare time to learn with their mobile phones. As of the end of 2023, the digital courses have made up 77% of our overall training.
As shown in the following chart, the four schools cover different training programs. The “School of Professional Competence” designs related training programs in consideration of the difference between the functions of the Company to improve the professional capabilities of the employees. The “School of Learning and Growth” covers a complete set of training programs for new employees and internal instructors. It also provides the “in University Program” in line with the industry–academia collaboration projects of the government to offer the employees with more choices in the self-development, credit program, certificate program and professional program.
Category | Group | Average Training Hours Per Person | ||
---|---|---|---|---|
Taiwan | Suzhou(China) | Hà Nam(Vietnam) | ||
Gender | Male | 52 | 13 | 10 |
Female | 37 | 13 | 10 | |
Employee Category | Direct Labor | 22 | 10 | 10 |
Indirect Labor | 51 | 20 | 10 | |
Rank | Management | 58 | 14 | 3 |
Non-management | 44 | 13 | 10 | |
Average of all employees | 22 | |||
Average Cost of Training (NT$) | 14,663 |
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