Talent Training and Development
Talent Sustainability Training Program
1. High-Potential Talent Training Mechanism
SKS conducts an inventory of key positions and high-potential elite talent based on future organizational capability requirements, historical performance, and individual competencies.
(1) Phase one involves assessments of leadership competencies and behavioral styles to identify strengths and weaknesses. A group coaching model is introduced to enhance participants' awareness of their roles and responsibilities.
(2) Phase two implements a mentoring/coaching program, in which senior executives regularly focus on performance objectives and provide one-on-one guidance. This ensures that high-potential talent receives strong support in both job responsibilities and project assignments.
(3) Phase three begins to establish an Individual Development Plan (IDP). Based on current job responsibilities, appropriate Harvard case studies and scenario simulations are selected for role-playing exercises. Additionally, a book club is used to reinforce the learning and application of managerial competencies and enhance internal communication skills.
2. Instructor Training
Talent is one of the key strategies for a company to strengthen its competitiveness. To enhance the quality and effectiveness of training, SKS has established the Instructor Management Guidelines. Through the development of professional instructors across various job categories, employees are encouraged to share their knowledge and experience. The training received by these instructors enables them to serve as key facilitators in guiding colleagues' growth. As of the end of 2024, SKS had 159 internal instructors and 148 seed trainers in the security division, accounting for 17% of the workforce. In light of business expansion, talent deployment strategies, and upcoming retirements, SKS will continue to cultivate outstanding successors to ensure continuity and future development.
3. Competency Certification Mechanism
To encourage learning among special product sales personnel, duty staff, and service employees, and to enhance both overall service quality and individual technical capabilities, the Human Resources Department regularly conducts competency assessments. These evaluations determine whether employees meet the required technical standards. Retesting is conducted annually to ensure continued qualification. Employees who pass are eligible for salary incentives or promotion qualifications. In 2024, a total of 277 employees passed the certification, with a pass rate of 82%.
4. Establishing a Comprehensive ESG Training System
Through the ESG Talent Development Program, SKS has successfully cultivated an internal learning culture while steadily expanding its ESG influence. This initiative not only facilitates the Company’s internal transition toward sustainability but also positions SKS as a benchmark for ESG development within the industry.
(1) SKS emphasizes the centering of employee needs. Through interviews, surveys, and other methods, the
Company assesses employees' competencies, characteristics, and professional backgrounds to plan appropriate ESG training resources.
- Tailored learning programs are created for different functions, levels, and departments to ensure ESG knowledge is genuinely integrated into professional fields and daily work.
- By combining hands-on practice and case studies, employees acquire ESG knowledge through real-life scenarios, which enhances their ability to apply what they have learned.
(2) Aligning with corporate sustainability goals and HR strategies, SKS believes that ESG talent development should not be confined to a single department; rather, it should be closely integrated into the overall corporate strategy.
- Integrate ESG elements into the talent development system: Include ESG elements in competency development and performance evaluation standards.
- Promote cross-departmental collaboration: Make ESG part of corporate decision-making and ensure that all departments work together to advance sustainability.
- External linkage: Cooperate with external partners and social resources to enhance ESG competitiveness through learning exchanges and industry–academia collaboration.