Yuanta works to cultivate financial talent based on the principle of “meeting the requirements of both the financial industry and the Group’s operational development”. The Company has established a multi-faceted development program for managerial and professional talent which provides training classes and educational resources in four core curricula, “Management Academy,” “Professional Academy,” “Licensing Academy,” and “Life Skills Academy.” For management employees at the Company’s subsidiaries, this process involves the flagging of talent, assignment to training, job rotations, assignment to special projects, and education on digital finance topics, in order to identify and prepare talent in accordance with the Group’s developmental needs. These training methods encourage staff to become familiar with different fields within the financial industry and to diversify their professional abilities, allowing both the Company and its employees to quickly adapt to the rapid pace of change and innovation in the financial industry by equipping them with the knowledge and skills they will need to succeed.
1 . Multi-Faceted Development Program for Managerial and Professional Talent
The Management Academy’s curriculum for each level of management and digital finance educational resources were designed in accordance with Yuanta’s managerial abilities framework, in order to develop the core thinking and management abilities of the program’s participants. Through management courses, special project assignments, meeting participation, job rotation, industry exchanges and position backup program, Yuanta undertakes the cultivation of each managerial level and cultivates their abilities in an authentic work environment. Since its establishment in 1961, Yuanta has relied on its solid replacement and succession planning in building its business.
Yuanta’s key managerial positions include: chief executive officer, auditor-general, functional heads, executive officers, and department heads—93.3% have gone through internal job transfer and promotion to assume their current positions. The echelon selection considers the candidate’s professional background, work performance, talent potential, core value, and personal career intentions. Yuanta has identified one to three replacements for each of the key positions and undertakes to have them gain on-the-job experiences in subsidiaries, participate in compliance, financial, and strategic planning formal training courses, engage in critical meetings, and assume backup role to key positions to fully understand the Company’s overall development strategy, the intra-company communication, decision making and execution abilities, as well as practices the high-level thinking and detail execution.
In addition, Yuanta has made talent development and succession cultivation a major performance review indicator for all managerial levels. With semi-annual performance reviews, Yuanta measures the developmental progress and ability of managers to move into the next echelon of Company management and makes the appropriate adjustment in development programs for the participants for following year, with the status of the training and succession planning to be reported to the board of directors January of the following year.
In line with the Company’s development strategy and yearly performance goals, Yuanta’s professional development training focuses on guidance relating to finance law, industry trends and outlook, and professional training. These training programs strengthen employees’ knowledge of legal regulations and improve their understanding and application of professional knowledge, allowing them to provide customers with even higher quality financial services while helping the Company meet its performance objectives.
In terms of professional skills, in line with its annual operational strategy, the Group invites internal lecturers to hold a variety training courses, integrating business strategy and practical experience to systematically organize and disseminate to employees, helping the Group reach its operational objectives while also assisting in the transfer of knowledge and experience within the Company.
Yuanta also encourages its employees to actively attend training and educational courses, strengthening the skills relevant to their current positions and also gaining skills and knowledge for future positions. The Company fully covers the expenses for the training courses it assigns, or which have received prior approval from the Company. Employees who attend internationally accredited financial certification programs can also apply to be reimbursed for a portion of those expenses.
2 . Establishing a Digital Learning Platform and Promoting Lifelong Learning
Since 2003, the Group has made use of its digital learning platform, the “Yuanta e-Academy” to facilitate internal sharing of knowledge, encourage professional diversity, and encourage self-guided learning among our employees. In line with developments in the financial industry and changing annual personal development goals, employees can take advantage of our digital platform's "anytime, anywhere" nature to determine what and when to study, making them more competitive in the workplace and building their employability.
To meet the rapid advances in digital finance and the industry at-large, in January, 2016, Yuanta upgraded the e-Academy platform by adding a mobile version, allowing users to read digital content and browse audio and visual educational courses, and formally bringing Yuanta into the mobile “self-study” generation.
In response to the Group’s business development needs and the transformation taking place in digital finance, Yuanta implemented the “CommonWealth Innovation Academy” digital content platform in 2016, connecting employees with practical knowledge on everything from socio-economic trends to the latest developments in Fintech, and making this important source of knowledge and information easily accessible for all Group members.
3 . Providing Internal Reassignment Opportunities and Encouraging Transfer of Skills Between Positions
To take advantage of the Group’s diverse range of subsidiaries, employees are encouraged to apply for internal reassignment, or to seek new assignments based in the Company’s business needs, in order to effectively facilitate talent exchange and diverse development within the Group, while also allowing the Group to reproduce its successes and diffuse their benefits throughout its various business lines.