Results | Looking ahead
During the fourth quarter of 2011, we completed the onboarding process for 5,000 employees of National Semiconductor, which included enrollment learning sessions, the distribution of benefits enrollment packets and the creation of a benefits website, and information sessions.
Here are some of TI's accomplishments related to professional development from 2011.
- Employees globally received on average, more than 35 hours of training.
- TI welcomed and successfully onboarded 3,169 new employees.
- Our educational assistance program helped 455 employees further their education by reimbursing a total of $2.2 million in tuition.
- TI's global rotation program had 200 new college graduates, up from 121 in 2010.
- The company placed 481 employees on the management track.
- The Choose to Lead program trained more than 319 first-time managers; more than 2,000 managers have participated since the program's inception in 2006.
- Our 100-day development program had participation from 47 product line and sales leaders.
- The TI Technical Ladder elected 220 employees, with two elected to the most senior rungs as TI Senior Fellow and TI Principal Fellow.
- Across all business units, 550 employees were mentored through formal mentoring programs.
- Total attendance at technical conferences and sessions was more than 5,800.
- Nearly 19,000 unique users visited Learn@TI. Employees accessed books about software 30,000 times, books about hardware 17,300 times, and book summaries 115,348 times.
In January 2012, we released a new online system for documenting performance and development discussions called myPerformance. Transitioning from a complex 12-screen performance review format to a single screen will provide a simplified platform, enabling employees and managers to spend less time navigating and more time on performance discussions.
TI's worldwide talent development priorities for 2012 include:
- Expanding global rotation programs for sales, applications, manufacturing management, product/test, and finance and operations.
- Expanding the China talent development infrastructure to support its rapid business growth, and developing leaders and engineers there.
- Building a strong bench of leaders and evaluating their readiness for critical roles by creating customized learning opportunities and development plans for each of the leaders in the pipeline.
- Accelerating the development of our leaders and reinforcing accountability by standardizing the fundamentals outlined in the profit-and-loss and sales leader playbooks.
- Defining and implementing a robust, interactive engineering skill development curriculum along with on-the-job resources for design, product, test and software engineering new college graduates worldwide.