Compensation and Benefits
Hiring |
2018 |
2019 |
2020 |
2021 |
Total number of new employee hires |
261 |
201 |
219 |
304 |
Percentage of internal hirings |
43.1% |
81.2% |
54.6% |
36.8% |
Employee Support Policy Superior to Regulatory Requirements
Support Type |
Notes |
Execution of Special Leaves |
In addition to the vacations that employees are entitled to in accordance with relevant laws and regulations, the Company checks the utilization rate of special leaves of each unit and includes them in the supervisor’s annual performance appraisal index |
Birthday leaves: |
In view of the fact that the birthday is a once-a-year special occasion, the Company has decided to create a special birthday leave to allow employees to arrange activities in the month of their birthdays in a flexible manner, give them a chance to fully experience the joy of birthday, and offer our blessings to our employees on their special day. |
Volenteer leaves: |
TECO offers Volenteer leaves to encourage its employees to engage in welfare activities and fulfill its responsibility as a corporate citizen. Employees are eligible for a total of 3 day of paid Volenteer leave per year without affecting their performance appraisal. |
Employees’ Physical and Mental Health |
There are full-time nurses working in each factory, as well as a medical offices where professional doctors are regularly invited to take care of the safety and health of employees. We organize several health promotion activates, form various recreational and sports clubs and offer healthcare and spiritual growth courses as well as stress relief massage services. |
Flexible Employee Working Hours |
In order to allow employees to handle family affairs, take care of their families, achieve a work-life balance, avoid traffic jams during peak hours, and work according to the pace of personal life, employees may choose to work between 07:50 and 09:00 depending on their personal situation. |
Part-time working options |
on a case-by-case basis and adjust flexibly. |
Babysitting Measures and Subsidies |
To be considerate to employees who need to take care of young children, the Company provides paid family-care leave, and has signed special contracts with nearby kindergartens, so that employees can pay attention to both their families and their work with peace of mind. |
Breastfeeding Facilities or Benefits |
For pregnant employees, they may enjoy exclusive parking spaces and maternal health protection consultation after application; a breastfeeding room was set up which obtained the certification of excellence in Taipei’s 2019 assessment. |
Paid family or care leave beyond parental leave |
For the conveniece to balance the needs of personal and family care. |
Long-term compensation plan
Average Pay in 2 years. 7.1% of non-management employee joins
Human Resource Analysis
Item |
Actions |
Performance measurement |
Performance appraisals for the whole company are carried out every six months (in June and December). Assesses of very business unit are evaluated at every level by immediate supervisors. After performance interviews are conducted by supervisors at all levels, staff members at the manager level and above carry out self-evaluations in a synchronized manner. Performance appraisals consist of the following key elements:
Factory director/department director and above: Key objectives 100% (key objectives for personnel at grade 9 or above are determined based on the KPI target management card scores for the previous two quarters) |
Human Resource Strategy |
The key talent strategy of maximizing performance has become an accelerator for TECO’s growth, and core employees are the promoters of digital talent transformation to create the greatest value for the Company. The digital talent strategy is realized mainly through the blueprint for talent cultivation, talent and system KPIs, the establishment of a communication culture, and the building of a HR friend circle. The respective description is as follows:
|
Recruitment strategy |
Based on the govenment survey on the supply and demand of talents in key industries by the National Development Commission of Taiwan, TECO's " machinery" reported that 100% of the company lacked talents and had difficulty in recruiting. TECO not only learn how to strengthen the capabilities of internal employees through interviews, but also evaluate the recruitment of high-quality talents with corresponding functions from the external market. According to the needs from the business unit, it is planned to recruit talents through different types of channels; in addition, when the business department makebudgets, it is necessary to provide a labor planning form (workforce planning) for interviewers to search correct interviewee. |
HR Strategy Planning
Item |
Actions |
Motivation |
According to the company strategy, changes from the internal and external environment, in order to face impact and needs in the future, TECO adjusts human resources policies, so that the talent strategy and organizational operation strategy can be more closely linked. |
Action |
By annual interviews, Project-based task inventoriesm, proformance and headcount gaps to develop human resource strategy and actions:
|
Results |
|
Employee Turnover Rate
|
2018 |
2019 |
2020 |
2021 |
Total employee turnover rate |
16.11% |
14.67% |
15.73% |
14.82% |
Voluntary employee turnover rate |
13.67% |
12.54% |
12.79% |
13.25% |
Data coverage |
100% |
100% |
100% |
100% |
In 2021, the number of departing employees reached 651, which represents a turnover rate of 14.82%. The voluntary separation rate was 13.25%. The Company also conducted a statistical analysis of the turnover conditions in the management level (entry- to top-level). The number of departing managers reached 44, which represents a turnover rate of 4.88%. Broken down by age groups, the turnover rates reached 12.1%, 8.25%, and 6.8% in the “below 30”, “30-50”, and “above 50” age groups, respectively.