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.
The following guiding principles support our global talent development strategy.
We employ a development approach that aligns with our business objectives and allocates the ideal percentage of time to each of the following:
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:
We hire nearly half 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 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 and operations; and human resources.
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:
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:
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.
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.
Individual business units may offer additional customized development experiences to further support new managers. One example is our Product Line Manager Integration initiative, featuring a 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 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.
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.
Our Ethics and Compliance Awareness Program provides in-depth training to employees worldwide, including:
Additionally, we regularly communicate to business leaders and their teams to keep them apprised of company compliance risks and how to mitigate them.
We assess employees' understanding and retention of training programs through surveys and internal focus groups. We regularly adapt our programs based on employee feedback.