Our 2021 training policy primarily matched the Company’s ESG strategic development direction, building on opportunities for expansion on core businesses, optimizing operational efficiency, and establishing a lifestyle brand. The focus of training and development is to boost our staff’s awareness of corporate sustainability operations and responsibilities, industry trends and opportunities, and systematic management thought to constantly strengthen our hardware, software, and service capabilities, particularly with regard to their application to lifestyle products. Through this, we are able to boost the value of our brand. To ensure the quality implementation of such training, all training is done in accordance with the Internal and External Training Management Guidelines, with an evaluation mechanism that covers training satisfaction levels, after-class interviews, and reflections on mobile learning. In 2021, our worldwide training had 46,374 attendees, with a total number of training hours of 98,052. The total number of unique trainees was 7,310, with an average number of training hours per employee of 13.41, meeting our target. Our average amount spent per FTE on training and development for 2021 is TWD$3,190. All training is organized on the principles of work demand, gender equality, and equality of opportunity. We have a worldwide survey of
Headquarters:
Female : 422 Male : 1,606
Average Hours of Training Per Person : 34
EMEA
Female : 9 Male : 196
Average Hours of Training Per Person : 10
Asia Pacific
Female : 26 Male : 173
Average Hours of Training Per Person : 9
Pan America:
Female : 476 Male : 475
Average Hours of Training Per Person : 33
China:
Female : 0 Male : 21
Average Hours of Training Per Person : 11
Headquarters:
Female : 3,588 Male : 7,141
Average Hours of Training Per Person : 23
EMEA
Female : 994 Male : 2,535
Average Hours of Training Per Person : 11
Asia Pacific
Female : 1,710 Male : 2,909
Average Hours of Training Per Person : 16
Pan America:
Female : 644 Male : 817
Average Hours of Training Per Person : 12
China:
Female : 404 Male : 1,218
Average Hours of Training Per Person : 16
Headquarters:
Female : 12,630 Male : 21,129
Average Hours of Training Per Person : 18
EMEA
Female : 4,015 Male : 8,132
Average Hours of Training Per Person : 6
Asia Pacific
Female : 5,820 Male : 8,178
Average Hours of Training Per Person : 11
Pan America:
Female : 2,828 Male : 3,642
Average Hours of Training Per Person : 12
China:
Female : 2,690 Male : 3,624
Average Hours of Training Per Person : 14
To strengthen the core management skills of our base-level managers, we hold regular training camps, with nine held by the end of 2021. This training is broadly split into two stages. The first emphasizes good management communication, performance coaching, and performance management, aiming to improve both team and individual performance as well as facilitating the joint creation of value; the second stage concentrates on honing targeting talent, setting goals, incentives and retention, and performance appraisal.
We work to help middle- and senior management improve their leadership capabilities and think about talent development on the strategic level and through the lens of the 4 Essential Roles of Leadership, including how to build vision, inspire trust, execute strategies, and tap potential. After the in-class training is complete, we assist with online learning, 1-on-1 interviews, and experience sharing (re-training) so as to facilitate the internalization of management ability improvements through multiple opportunities for reflection. By the end of 2021, four rounds had been tallied.
Expanding on the spirit of the New Titan Project and its commitment to cultivating leadership for the group, we assist vital leadership talent in boosting corporate governance, business judgment, and management skills. The focus of training in 2021 was on training senior management in how to deal with the media, how to handle PR skillfully, and how to manage crises.
With the business environment ever-changing, talent management has become more and more complicated. To aid managers at all levels in performance assessment and effective communication, in 2021, we held six rounds of “Systematic Thinking in Performance and Talent Management” sessions and three rounds of “How to Conduct Effective Performance Feedback” sessions. After these, managers are able to take a more comprehensive view of performance communication, ranking, and grading, ensuring that talent motivation and talent management complement each other and enjoy greater synergy.
General education courses in 2021 covered the following:
This includes training courses on ESG Standards of Business Conduct, anti-bribery and anti-corruption, anti-trust, stronger information security awareness, and workplace violations.
This assists newly appointed internal lecturers in understanding how to effectively guide students, including how to break the ice, use engaging teaching methods, employ techniques of visualization, and more, familiarizing them with how to effectively deliver rich, grounded course content to each student.
After new hires enter the Company, we work to help them better understand the Company’s situation, management system, core values, and brand spirit through a series of guidance and training opportunities. Each unit also provides intensive specialist training to help newcomers understand the unit’s responsibilities, organizational members, upstream & downstream operation processes, and cross-unit collaboration measures. The overall PC operations process training held by the IT Products Unit, for example, guides newcomers through understanding the product development process.
In addition, each unit will also arrange a mentor for each new employee, offering consultations and assistance with adapting to their new role when needed, helping new staff more quickly adapt to the environment and integrate into their team. After joining the Company, we arrange ESG-related training for new staff, including instruction on labor rights, freedom of expression, individual privacy rights, sexual harassment prevention, and corruption prevention, along with reinforcing their understanding of safety and health concepts. We also actively encourage staff to take training in CPR and automated external defibrillator (AED) use.
In 2020, we launched global ESG e-Learning training courses for employees to better understand ESG concepts and what the Company is actually doing, covering topics such as introduction to ESG, climate change, green products, supply chain management, social good, and ESG communication. In 2021, we achieved a global completion rate of 91%.
The main highlights of occupational training in 2021 included:
This aims to aid the software development team in their use of GitLab for collaboration, from creative ideas, through product launch, to collecting feedback. Throughout, the development team can be effectively connected through Git. In addition to focusing on setting down the core concepts of Git, this also gives students practical experience in its use.
These assist R&D, product, and other related units in understanding trends in lifestyle products over the next two years, enabling them to prioritize business opportunities and gain insights into future product development. Topics include trends in semiconductors, smart electric vehicles, and remote-operated robotics, along with related technological development issues around the developing “Metaverse” technology.
With guidance from management, future leadership teams are gradually established within the Indian branch and prepared to move through the ranks.
Preliminary screening of leaders who demonstrate the characteristics and behaviors of Acer leaders. Screening criteria include business skills, long-term performance, and team leadership.
Confirm students (drawn from all levels of management) who will participate in training, a total of 10
Through 360 evaluations, understand the strengths and developmental needs of each student
Students managers develop study plans, including leading short-term projects, delegating tasks, and shadowing management at meetings, supplementing this with any management training courses
Before, during, and after these learning activities, the manager will evaluate the learning process and any gains made, using this to provide guidance to the student(s)
To ensure the direction of the training and the focus of learning activities, all activities and management training courses revolve around the following core management capabilities:
At the end of the six-month training period, students gave an average feedback score of 4.8 (out of 5.0); the students indicated that they felt the guidance and leadership skills they had received would be very helpful and important to their future career development.
Management observed that after this training, students showed the following behavioral changes:
Vision: students were better able to set aside personal interests and view Company and departmental operations from a larger perspective
Responsibility: During the learning process, managers did not readily give direct answers to the students, meaning the students had to constantly think for themselves to find ways to overcome challenges, gradually stimulating their potential and sense of responsibility.
Innovation: The successful experience of a manager yesterday cannot guarantee success today, and an organization cannot continue to build its business without evolving. The students must strive to make breakthroughs and use innovative thinking to maintain the continuous growth of the business.
The coaches themselves must be consistent in their words and deeds and remind themselves to provide the best example; the work guidance model inherits the core values and management culture emphasized by the organization and promotes sustainable operation; many candidates for key roles and positions have been trained, providing the company with a strong reserve of talent; and the managers (students) who receive the training have a clearer career development direction, which enhances their sense of belonging to the Company.
In the course of transforming Acer into a lifestyle brand company, the talent management becomes increasingly important issue for the company’s sustainable development. To fully maximize our human capital, the managers at all level in Acer have a 'systematic' view of developing, retaining, and working with our current talents and high potentials.
To fulfill the requirements, the managers in Acer are advised to use 9-Box Grid framework to do the XY chart analysis on both performance and potentials of our employees, with each box having its unique implication in development and career growth. In essence, it helps the managers to draw up the individual development plans, examine succession readiness, or identify flight risks.
