Sustainability: Employee well-being:
Development

TI has a long-term strategy to ensure that the company attracts, develops and retains top talent to create breakthrough technologies that will change the world.

To help our global workforce learn, perform and grow, we provide access to a wide range of tools and resources support new college graduate development, employee development, engineering skills and professional development, as well as leader and high potential development. From practical, on-the-job learning to expert coaching, we empower employees to set career goals and make them a reality. This helps employees realize their potential and personally contribute to our growth and prosperity.

Throughout the year, employees and managers regularly discuss performance and development. Performance Matters, a global performance-management campaign, reinforces our expectations on quality discussions and gives employees and managers tools to help guide these conversations. We also monitor employees’ understanding of their own goals and their managers’ expectations with a variety of surveys. More than a formal tracking of performance reviews, we believe it is the quality of the conversation that improves employee performance and engagement and aligns employee goals with company priorities.

The following guiding principles support our global talent development strategy.

Global learning and development

We employ a development approach that aligns with our business objectives and allocates the ideal percentage of time to each of the following:

  • 70 percent experiential learning from on-the job experiences, such as project work.
  • 20 percent learning from others through mentoring, networking, and giving and receiving feedback.
  • 10 percent formal learning, such as attending internal or external training workshops.

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 require all new college graduate hires to participate in the Make an Impact program. This signature one-year development program is designed to enhance performance and accelerate growth and success within the company.

Key attributes 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 interactive sessions with senior leaders.
  • Coaching and mentoring.
  • Opportunities to meet, network and learn from peers.
  • Numerous online resources.
  • Challenging projects and problem-solving opportunities.

Global rotation programs

We hire most of our 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. They also provide 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 into different roles which may include some in different countries. Rotation programs exist in many disciplines, including applications engineering, manufacturing, product engineering, technical sales engineering, communications, finance, accounting, operations and human resources.

Employee development — engineering skills and professional development

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

We also host an annual companywide Technical Leadership Conference to share engineering best practices and to learn about recent technological advances being made by our employees. Numerous programs are held on-site or via teleconference; many are archived for future viewing. Examples of technical learning events include:

  • University Lecture Series: College professors visit TI 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.
  • 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.

Additionally, 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 myDevelopment Web portal, which offers comprehensive learning and development resources to help solve business problems and build technical and professional skills. We also provide required training on our ethics and compliance protocols via the portal.

The myDevelopment portal 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.

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. Additionally, there are online resources such as mentoring guides, 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.

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 innovative product development, enhance TI’s external presence, as well as help develop new technical talent for TI. 

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.

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, two-year transition program. This highly interactive development opportunity includes formal workshops, online resources, hands-on activities and 360-degree assessments.

Our LEADERSHIPmatters Training 1.0 program also helps new supervisors understand our expectations of leaders, learn important policies and procedures, and build essential leadership skills. Through this mandatory program, employees learn how to effectively build and lead teams, including managing differences and diversity, and how to execute work effectively.

For more experienced managers, we offer ongoing training, as well as 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.

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 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/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.