Texas Instruments

2012 Corporate Citizenship Report


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Global learning and development

Employee development | New college graduate development | Engineering skills development | Leader development | High-potential development

Employee development

We provide a variety of comprehensive and innovative learning programs. We require all employees to receive robust training on our ethics and compliance protocols. We offer foundational learning for managers and employees at all major sites in the U.S., China, India and Europe. Through interactive classroom experiences, employees receive core professional and technical skills training during one- to two-day programs taught by external instructors.

In addition to on-site training opportunities, employees have access to our internal Learn@TI Web portal, which offers comprehensive learning and development resources to help solve business problems and build technical and professional skills. Learn@TI features:

  • Best-in-class internal and external resources.
  • On-demand libraries with thousands of technical articles and books.
  • Links to journals and annual conference proceedings.
  • Webinars and collaborative learning options.

Employees also can access GlobeSmart, an online cross-cultural learning tool that features practical information about conducting business in more than 60 countries. It also has an online community that allows employees to share their experiences.

With a strong culture of mentoring, we offer additional opportunities for employees to develop personally and professionally. Employees learn from mentors, who offer diverse perspectives and experiences in a confidential, advisory capacity. To facilitate the pairing of mentors and protégés, a corporate-level coordinator helps regional program managers launch mentoring initiatives at sites worldwide.

Online resources are also available. These include mentoring guides that outline the mentoring process and roles, development planning templates, and mentoring partnership evaluation tools.

To encourage employees to continue their formal education, we offer workplace flexibility and financial support for undergraduate and graduate course work. In the U.S., employees may be eligible for $2,500 to $7,500 in tuition reimbursement per calendar year; other locations have similar reimbursement policies.

We also fund professional society memberships, conference and symposia registrations, as well as other types of educational coursework and workshops that enhance learning and development.

New college graduate development

Our new college graduates will be part of our next generation of great innovators and business leaders. To help them quickly achieve a level of high performance in their current role and position them well for future success, we launched the Make an Impact program in 2012. This structured one-year program is required of all new college graduate hires and offers more than 15 building blocks designed to ensure success at TI.

These include:

  • Specific curricula defined by job role and individual development needs, with unique tracks for engineering and professional development.
  • Access to business and technical leaders, including formal interactive sessions four to five times per year with senior leaders.
  • Coaching and mentoring.
  • Opportunities to meet, network and learn from peers.
  • Numerous online resources.
  • Challenging projects and problem-solving opportunities.

We hire about one-third of new college graduates through our company's highly competitive global rotation programs. These programs offer top-performing new college graduates the opportunity to work full time, while exploring different career avenues and finding their passion. The program provides hands-on experience with challenging projects, individual coaching and mentoring, and access to our top business and technical leaders.

Over 12 to 36 months, participants rotate every four to six months into different roles, sometimes in different countries. Rotation programs exist in many disciplines, including applications engineering; manufacturing; product engineering; technical sales; communications; finance, accounting and operations; and human resources.

Engineering skills development

As a technology company, we have a stake in the ongoing technical development of our engineers. We offer a diverse technical curriculum that aligns with our business needs. Throughout the year, we encourage engineers to participate in technical conferences, workshops, lectures and symposia to promote professional growth.

We also offer numerous programs on-site or via teleconference; many are archived for future viewing. Examples of technical learning events include:

  • University Lecture Series. College professors visit our campuses to meet with engineers and discuss their ongoing research.
  • TI Fellows Leadership Series. Several times each month, company technologists present seminars describing their recent project work.
  • Analog Intellectual Property (IP) Sharing Series. Monthly forums sponsored by business and technical leaders enable active sharing, networking and exchanging of IP ideas across the company.

For employees pursuing a technical career path, our prestigious Technical Ladder is a long-standing company institution that recognizes, rewards and encourages exceptional technical contribution and leadership. Members are recognized as subject-matter experts and are expected to continually influence our product development and the industry, as well as teach and mentor junior employees.

Election to each of the five rungs on the ladder occurs though a peer nomination process, with approval via consensus among technical leaders and managers.

Our Women for Fellow initiative helps female employees in high-level technical roles build development plans and work toward successful election to the TI Technical Ladder. Participants are matched with high-level mentors who understand their mentee's aspirations and passions, provide guidance and insight, and advocate within the company so that the mentee is well-positioned for election to of our Technical Ladder.

Leader development

Our global development programs equip leaders at all levels with the skills and resources they need to be successful. For new managers who are transitioning from individual contributor roles, we offer a comprehensive, year-long Choose to Lead program. This highly interactive development opportunity includes formal workshops, online resources, hands-on activities and 360-degree assessments.

Individual business units offer additional customized development experiences to further support new managers. One example is our Product Line Manager Integration initiative, featuring a 100-day written plan, formal one-on-one mentoring, progress check-ins with key stakeholders and coaching. Team activities help new managers and their teams understand individual work styles and how to work together effectively from the start.

For more experienced managers, we offer several mid-level leader forums that consist of face-to-face meetings and teleconferences throughout the year with actionable discussion topics, leader presentations, best practice sharing and networking. The forums provide opportunities for collaborating across organizations to share common challenges and best practices.

In 2012, we established a business priority to better equip leaders to create a culture of execution, maximize productivity, and drive growth and profitability. To support this priority, we added new initiatives and resources as well as tools for leaders in sales and business units, including:

  • Execution review and development sessions with all global sales leaders. Executives provided insight into how to be more effective in winning business with key customers and accounts.
  • A global two-day conference for our analog senior business leaders that featured interactive learning sessions. Executives shared experiences and tools on how to run a successful business. This conference kicked off an ongoing series of career development reviews with company executives and profit and loss leaders.

High-potential development

Each year, business unit leaders meet with our chairman, president and CEO and our senior vice president of human resources to discuss succession planning and the development of future leaders.

A keystone of our learning and development culture is our commitment to offer future company leaders a series of customized, individual development opportunities. Business units and manufacturing sites across TI have established formal group and individual development programs to prepare high-potential employees for greater responsibilities.

Group leadership programs typically span 12 to 18 months and involve participants in projects with teams. Participants also engage in quarterly networking and educational forums where executives present key business and leadership topics, and host small group discussions on real-life challenges. Most programs include 360-degree assessments, development plans and peer coaching to accelerate development.

Individual development plans for high-potential employees are an important component of our development culture. Coordinated by a talent development consultant, each participant works with his or her manager to create a plan that aligns personal development goals with business goals. An assigned mentor often helps fill in knowledge gaps as part of the plan. Business-unit leaders then meet quarterly to review individual development plans, assess progress, and recommend actions.

One of the most important development experiences for a high-potential employee is to have responsibility for a line of business and its financial performance, or profit and loss (P&L). We established a Women in P&L Roles initiative in 2009 to support and increase the number of women leaders in these roles.

Women identified as having P&L potential participate in small group sessions with executives who run P&Ls. Executives share best practices and tips. Several one-on-one sessions with leaders take place throughout the year as well.