Corporate Sustainability Rreport

Talent development

Talent Development and Nourishment at Depth


Here at YOKE, we emphasize holistic learning and development for employees. By taking the Company’s vision and mission into account and through the analyses of the internal/external operating environment (i.e. Porter’s five forces analysis, SWOT analysis, TOWS analysis and so forth), we were able to formulate our business strategies, from which we derive our short, medium and long-term development plans.

Our annual training plan is formulated each year in November based on the need for internal/external training submitted by different departments and YOKE’s annual development plan in conjunction with our internal On the Job (OJT) training to boost employees’ professional competence.

Digital transformation of learning and development

In response to the need for corporate governance and sustainable development, we introduced the e-learning platform in 2020 to achieve e-management for internal training course registration, post-training evaluation and certification, external training records, and external training application and approval. We began producing e-learning courses in 2021. In 2022 we arranged training for instructors of e-learning courses for instructors to understand the framework of lesson plan production and tonal expression for e-learning courses so as to improve the quality of e-learning course production. By progressively developing multifaceted learning channels, we enable employees to take courses ubiquitously. In 2022 we produced a total of 60 lessons of e-learning courses, including new employee training, professional process course, and corporate knowledge sharing. Through the e-learning platform, we have also transformed learning and experience into professional assets.

Corporate knowledge management system

Each month we hold the corporate knowledge review meeting. Corporate knowledge passing the reviewed will be preserved in the knowledge management center of the training platform and shared and passed down through physical sharing meetings and e-learning courses. We have established the knowledge management (KM) platform to store corporate knowledge. Currently, we have preserved 12 categories of knowledge, including production, quality control, business management, human resources, finance, labor safety and other related knowledge, for all departments to preserve the information and knowledge of various processes and for all employees to learn corporate knowledge over the platform. In 2022 a total of 16 applications passed the corporate knowledge evaluation and 10 knowledge sharing meetings were held for 750 participants.

Training roadmap

Training is implemented based on the operational strategies and talents deployment in correspondence to the organizational structure and vision. A comprehensive training roadmap is established based on the competence development needs. Courses are planned by job grade. Apart from planning required courses for professional training, quality control, and management, each year different training programs are offered in response to the future development strategies. In 2023 we will include corporate sustainability as a required core course in the management and professional training modules to enhance the ESG concept of employees and develop a total consensus. By combining complete education and training plan with performance and development, we provide employees with opportunities for promotion and job rotation so as to develop all-round talents.

YOKE Training RoadmapSelf-DevelopmentIndirect Unit5A Core valuesWork Attitude and ConceptFundamental ESG KnowledgeESG ManagementNew Officer TrainingRoutine Management TrainingQuality management systemRoutine Quality ManagementQuality Improvement ToolsTools Quality ImprovementSkill proficiency testProfessional competence certificateTotal quality management (TQM)Field-Specific Professional KnowledgeOrientation training for new employeesOccupational Safety Education and TrainingInternal Instructor TrainingArt/Health/Topic SeminarsJob TrainingProject ManagementHigh-performance teamDirect UnitManagement PositionsSeniorOfficersIntermediateOfficersJuniorOfficersManagement course for senior officersManagement course for intermediate officersManagement course for junior officersRoutine Management TrainingSeniorEngineersSeniorProfessional PositionsGeneralProfessional PositionsTeam Leader/Facility EngineerTechnician/MechanicProfessional PositionsCoreManagementProfessionalNew EmployeesOJTESHSelf-DevelopmentQuality

Achievement and effectiveness follow-up

In 2022 the total hours of training increased by 2,518 hours over 2021 to 10,045 hours, and the average hours of training per employee also increased by 3.88 hours over 2021 to 22.37 hours. Apart from minimizing group infection, e-learning education and training courses also created more learning opportunities for employees.
To verify learning effectiveness, we divided the assessment into four levels with reference to the Kirkpatrick Model: L1-Reaction, L2-Learning, L3-Behavior, and L4-Result. The assessment level is set according to the course planning. For example, L2 must be applied to all professional training courses, L3 to the 8D improvement courses, and L4 for process management courses. The effectiveness assessment aims to verify if employees can apply the knowledge and skills acquired form the courses to work so as to optimize all training programs.



Opinion about the overall course training plan, with the satisfaction survey being the KPI.



The degree of understanding and knowledge absorption of training courses, with the learning report, online or paper-pencil tests being the KPI.



The ability to apply the knowledge or skills acquired to work after training and change behavior, with the certificate obtaining and implementation of action plans being the KPIs.



The specific contributions to the organization and organizational performance after training, with the corresponding KPI performance being the KPI.

Skill proficiency test

To develop more skills and encourage employees to optimize manufacturing techniques through learning, we started the “skill proficiency tests” on the jobs of employees in 2017. These tests are divided into three levels: A, B, and C. They are combined with the OJT system to provide employees with education and training. Written and practical tests are given in fixed months. The validity of each test is one year. Employees must take the tests every year. In 2022 we reviewed the required skills of onsite units to design the test items for each level and determined the eligibility of applicants. In addition to the seniority limit, we also added the requirement to review the annual performance results of applicants applying for the Level B tests.
New employees for whom the skill proficiency test are applicable will be required to pass their Level A test within 3 months after they have come onboard to ensure the quality of their work. We have also combined the skill proficiency tests with the allowance scheme. Employees must pass the Level A test before they are eligible to apply for the Level B tests. Additionally, employees must pass the Level B tests before they are qualified to receive the relevant allowances and skill badges. With this policy, we aim to encourage employees to learn and upgrade themselves aggressively. Skill proficiency tests have been implemented to all employees of the manufacturing units, QC units, test centers, and materials control units.


Level A

  • Skill proficiency test: Three months after arrival or new employees or transferred employees
  • Pass: 247 employees (after the policy change in 2022, direct labor was re-tested, accounting for 89% of all direct labor).

Level B

  • Skill proficiency test: Employees passing the Level A test and meeting the seniority and performance requirements.
  • Pass: 36 employees (accounting for 14.57% of employees passing the Level A test)

Level C

  • Skill proficiency test: Employees passing the Level B test and meeting the seniority and performance requirements.
  • Pass: None so far.

Performance appraisal

We uphold our core values of 5A as the basis and central component of our code of conduct at YOKE. Through our performance management system, we endeavor to manifest our 5A values through our corporate culture. And as such, we conduct periodic performance review twice each year, with “Management by behavior” (MBB) accounting for 30% of the review while “Management by objectives” (MBO) makes up the remaining 70%. In other words, MBB is the criterion that we use to assess employees’ demonstration of how much they were able to assimilate and implement the core values of 5A through their conduct. Through day-to-day supervision and observation, managers and supervisors engage their colleagues and subordinates in discussions and interactions relating to key performance indicators starting from the corporate level and cascading down to department and individual levels.

For employees with outstanding performance, apart from opportunities for promotion and wage adjustment, the Company also offers differentiated performance-based bonuses in the hopes of motivating employees to grow together with YOKE and achieve a win-win. YOKE's performance appraisal covers all employees below (excluding) the General Manager. However, new employees who have been onboard for less than 4 months have also been excluded due to concern for fairness. In 2022, a total of 411 employees (by July 31, 2022) participated in their performance appraisal, with a 100% completion rate. In 2022 we implemented the performance management system to enforce e-performance management. Both employees and officers can review performance settings and review achievements over the system at any time to enhance two-way labor-management communication, promote teamwork, and effectively capture employee performance. In 2023, we will introduce the Individual Development Plan (IDP) to help employees set their annual learning and development plans. We also plan training for competence gap to help employees improve competence and so to achieve the annual targets.


Safety is our first priority and
core CSR value

39, 33rd Road, Taichung Industrial Park, Taichung 407, Taiwan 

Follow Us


#39, 33rd Road,Taichung Industrial Park, Taichung 407, Taiwan