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SKFH regards employees as its important assets, and invests a substantial amount of education and training resources every year to strengthen the professional skills of employees and improve the Company's overall competitiveness. We provide five major principles for training: "improvement of trainings for new employees", "improvement of professional functions", "cultivation of digital talents", "encourage self-directed learning and innovation", and "learning of successful experience", and design related training programs, with the training contents closely associated with the medium- and long-term strategic goals for business management, with a view to improve corporate management efficiency.
To help employees to make preparation for the next step at their work, SKFH not only enhances employee’s functions through training programs, but also has a complete internal rotation mechanism, allowing employees to have the opportunity to try the businesses in different fields so as to become more comprehensive talents. We also attach importance to the succession of management, create a leadership team for succession, select and cultivate main business executives through scientific management tools, so as to achieve the sustainable development of talent pool.
Training Input and Effectiveness
In addition to providing all employees with legally required courses such as compliance with laws and regulations, as well as prevention of sexual harassment and money laundering, SKFH also invests a lot of resources in other training programs and provides optional courses for its staff of all ages, genders and levels. The courses link the mission, vision and operating strategies of the company to ensure that the training programs not only improve the functions of employees, but also bring benefits to the company's operating. We use Kirkpatrick Model (hereinafter referred to as “Kirkpatrick”) and Human Capital ROI to regularly track and evaluate the effectiveness of various talent training and development programs, and link training tracking indicators with business performance to measure the effectiveness of training plans and to adjust and plan for the company's overall medium- and long-term talent asset development plans. The overall human capital ROI for SKFH and its subsidiaries is 0.76 in 2023.
Employee Training Hours and Cost in 2023
| Category | Type of Training | Age | Level | Gender | Average | |||||||
| Compulsory | Optional | < 30 | 30-49 | >= 50 | Management Jnnior-level |
Management Mid-level |
Management Senior-level |
General Employees | Male | Female | ||
| Average training hours | 50.97 | 47.09 |
142.82 |
97.14 | 81.67 | 83.89 | 72.02 | 104.58 | 98.09 | 93.48 | 100.29 | 98.06 |
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| Average training cost | 2,888 | 3,432 |
7,578 |
6,914 | 4,916 | 14,420 | 11,821 | 7,544 | 5,761 | 7,117 | 5,932 | 6,320 |
- Note 1: Note 1: The training hours specified in this table include internal training, external training, verseas training, online courses, and education and training for new recruits.
- Note 2: Internal training is organized by the Human Resources Department; external training is conducted by external institutions (for both office and sales personnel); overseas training is training sponsored by the Company (for both office and sales personnel).
Human Capital ROI of the Past Four Years
| 2020 | 2021 | 2022 | 2023 | |
| Human Capital ROI | 15.33 | 11.35 | 5.77 | 0.76 |
- Note: Human Capital ROI = {Return - [Operating expense - (Salary cost + Benefits cost)]} / (salary cost + benefits cost)
Benefits of Major Training Programs in 2023
| Name of the Program | Overview of Program | Business benefits | Applicable Objects | Benefits of Training (Kirkpatrick L1~L5) |
| SPARK Hero Digital Talent Academy | Since 2021, SKFH has established the SPARK Hero digital talent cultivation platform to promote transformation thinking among all employees. Starting with AI research and data-driven approaches, the program complete recruitment, cultivation, training and retention mechanism and expanded in 2023 to encompass over 200 employees across 80 departments, making them pivotal in driving the Group's transformation. Through various courses, workshops, and Digital Day events, the initiative aims to consolidate the consensus goals of the Group's transformation and embed digital DNA into the corporate culture. |
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| Corporate Finance Business Training Program | By providing pre-employment and professional training courses for trainee of corporate finance Assistant Relationship Managers (ARMs), the training aims to shorten their learning curve, integrate them quickly into the corporate culture, and enable them to efficiently handle branch operations, becoming immediately productive. Include courses on integrated corporate finance products, trust services, and financial products, complemented by group capital markets and securities distribution courses. Offer training in foreign exchange, credit guarantees, and macroeconomics for new ARMs, and on-the-job ARMs and RMs. |
Increase business competitiveness and contribute to organizational revenue by enhancing the professional knowledge of corporate finance employees and managers. | Corporate and financial colleagues and supervisors, Approximately 2% |
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| ESG and AI Hyper Evolution in Trading Training Camp | Observing the rapidly changing trends in both domestic and international financial environments, MLS believes that effectively integrating ESG and AI with financial investment products can quickly drive investment performance. We have accordingly organized training courses on the latest trends and potential practical skills for our traders. |
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Traders and relevant employees from the Bond Department, New Financial Products Department, Futures Proprietary Trading Department, and Proprietary Trading Department under the Investment Management Division |
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Smooth rotation mechanism
SKFH encourages employees to accept new challenges bravely, and provides them with cross-subsidiary and cross-department rotation opportunities in SKFH and its subsidiaries, including SKL, SKB, MLS and SKIT. with cross-subsidiary and cross-department rotation opportunities. Employees in the group may apply for rotation based on their personal will and career planning to increase diverse development opportunities and improve their personal cross-sector strength. In 2023, the replacement rate of the internal talents of SKFH and its subsidiaries was 83%, which was an increase as comparing with the past three years. In the future, we aim to maintain over 50% of internal talent replacement rate.
Internal Replacement Rate of the Past Four Years
| 2020 | 2021 | 2022 | 2023 | |
| Percentage of open positions filled by internal candidates | 52% | 59% | 82% | 83% |
Internal Hiring Analysis in 2023
| Category | Male | Female | Management level | Nationality | Workplace | Total | ||||||||||
| < 30 | 30-49 | >= 50 | Subtotal | < 30 | 30-49 | >= 50 | Subtotal | Junior | Mid- level | Senior- level | Taiwanese | Foreign national | Taiwan | Overseas | ||
| Number of employees | 12 | 113 | 55 | 180 | 23 | 169 | 55 | 247 | 30 | 50 | 33 | 425 | 2 | 424 | 3 | 427 |
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