台新金控

People are the key that supports business growth, and through the use of three main channels including industry-academia collaboration, overseas recruitment, and substitute military service/ R&D substitute service, Taishin recruits suitable and top quality talents from the market to meet the plans and requirements of its business units. In 2022, Taishin recruited a total of 2,009 employees, and the average recruitment cost per employee was about NT$5,190. 

Taishin has been able to maintain new recruits at approximately 20% of its staff size and a gender distribution close to 50%-50% in the last 3 years, which conform with the organization's diversity and non-discrimination policies. Young employees aged 30 and below accounted for more than 50% of new recruits; their presence not only brings energy and secures the foundation of this organization, but also helps build a creative and refreshing image.

Taishin FHC attaches great importance to talents and widely recruits talents. It actively recruits professionals from different regions, genders, nationalities, languages, and races. By the end of 2022, Taishin FHC and its subsidiaries had a total of 10,804 full-time employees, 491 part-time employees, and 194 dispatched personnel to assist in general affairs and administrative work, totaling 11,489 persons. Among them, there were 6,500 full-time female employees, accounting for 60.2%; there were a total of 727 full-time female managers, accounting for 48% of the total number of managers, of which the proportion of senior female managers was 32%. Taishin expects that the proportion of senior female managers will increase to 40% in 2025, to show that Taishin does not discriminate based on gender in terms of personnel appointment and promotion.

Taishin does not allow gender discrimination in the recruitment or promotion of employees. In terms of diverse employment of disadvantaged groups, ethnicities, and nationalities, Taishin meets legal requirements, appoints sufficient number of people with disabilities, and provides a barrier-free work environment for people with disabilities. We set up overseas operations in 9 foreign countries. Taishin makes it a priority to hire workers locally for overseas operations. In 2022, overseas operations hired a total of 703 workers, in which 93% of employees and 78% of managers were locals. Taishin continues to implement local management. In addition, our employees come from 10 nationalities/regions. We actively blend multiple cultures into the organization and incorporate them as part of our competitive advantage.

Well-defined Career Plans

To help our employees’ development, Taishin conducts annual Management by Objective (MBO) and Individual Development Plan (IDP) to help employees identify their future career path. Employees may choose and plan their career paths through means such as training, job rotation, mentoring, meeting participation and project involvement with close guidance from supervisors. The percentage of open managerial positions filled by internal candidates at Taishin is close to 70% and the retention rate of outstanding staff is over 90% in 2022. It shows Taishin provides ample opportunities and resources for employees to develop their own career plans.

Career Development Learning Program

1. Industry-academia Collaboration

2. Comprehensive Financial Talent Training

3. Succession Program

Taishin has review panels, appraisals, and a talent evaluation committee available to assess its employees on a regular basis, and is therefore able to identify elite talents at various grades. The identified candidates are then assigned job duties and goals that help build up skills for their intended positions. 

4. Diversified Talents

To help develop employees' capabilities within and outside their areas of expertise, Taishin has been maintaining a learning platform called "Taishin University", structured similarly to courses offered by university, that consolidates internal and external resources. As an incentive for self-motivated learning, Taishin introduced a "Learning Account" system in which every full-time employee is granted a credit of TWD 10,000 per year that staff can spend independently on foreign language training, computer courses, or license examination fee subsidies. The points can also be spent on lectures by famous experts, artistic and cultural activities, language training, and themed courses on any area in life, all in order to offer our staff sufficient resources to expand their knowledge and broaden their horizons.

In 2022, the number of people using the training passbook reached 3,038, and the number of points used exceeded 3.72 million points, an increase of 8.7% over the previous year. This was mainly due to the expansion of the “Life Cycle” courses series in the self-directed learning courses, which were closer to the needs of colleagues. Such courses series had monthly course themes planned according to different age groups. For example, in order to help new graduates aged 20-30 to improve their competitiveness in a short time, lectures such as “Workplace Psychology” and “Digital Transformation Thinking” were planned; to help colleagues aged 30-40 who had just stepped into marriage to achieve a balance between family and work, lectures on topics such as “work-family balance” and “parent-child communication” were held; to help colleagues aged 50-60 who’s about to retire properly plan the life after retirement, “retirement financial management” and “senior living” lectures were arranged, and to respond to the financial inclusion issues of the elderly, senior care lectures were held, meeting all aspects of employees’ professional and life learning. In 2022, we continued to expand the application of colleagues’ training passbook points to “fitness courses” and “marathon road running activities”. Not only did the number of participants increase, but it also achieved a positive cycle including strengthening employees’ physical and mental health, developing regular exercise habits, and improving work efficiency.