Texas Instruments

Employee well-being

Retention

Results | Looking ahead

Employees stay at TI because they enjoy collaborating with talented colleagues on innovative projects. TIers also appreciate the fact that the company offers varying opportunities and encourages them to design a career path of their own choosing. In addition, many employees like working together to help improve the communities where we operate.

In 2013, recognizing that meaningful professional connections and growth opportunities play a large role in employee retention, TI launched the Make an Impact global development program, which helps recent graduates accelerate their growth and success within the company. We also continued offering global rotation programs, which enable new employees to explore various career options.

In China, we continued putting processes in place to attract and retain qualified employees to work at our fabrication site and our recently acquired assembly/test site. In Malaysia, we appointed an internal task force to assess our onboarding and hiring processes and improve retention rates.

Finally, TI completed workforce reductions in its Wireless business unit that began in 2012, and closed two older facilities in Texas and Japan. Affected employees received a range of assistance including compensation, benefits and job search support.

Results

In 2013, TI:

  • Successfully enrolled about 950 new graduates across the globe into the Make an Impact program.
  • Continued retaining long-term employees. The average tenure of our global workforce was almost 12 years; 25 percent had been with TI for 10 years or more and 22 percent had worked for the company more than 20 years.
  • Was cited by Business News Daily as the second-happiest place to work among technology companies.
  • Earned a spot on Business Insider website’s 50 Best Employers in America list.

Employee-initiated turnover worldwide was 9 percent, a slight increase/decrease over 2012.



Looking ahead

In 2014, TI plans to:

  • Facilitate deeper connections between employees and their managers by strengthening our performance management process to help them capture and discuss professional goals and progress made throughout the year.
  • More clearly define the expectations and roles of managers, as well as build their leadership skills. Managers play a critical role in onboarding, developing and engaging their employees, which ultimately can improve workforce retention.
  • Eliminate positions in embedded processing and in Japan (announced in January 2014) as we continue to focus on growing and profitable markets.