Ongoing learning and development
New college graduate development | Future leader identification | Leader development | New manager development | Engineering development | Mentoring | Cross-cultural training | Professional education | Online knowledge platform
In 2011, TI launched a long-term approach to ensure that we hire, retain and develop top talent, building our next generation of leaders. This section highlights some of the programs we have in place to support ongoing learning and development.
New college graduate development
TI's highly competitive global rotation programs offer top-performing new college graduates the opportunity to work full time while discovering their passion, gaining hands-on experience with challenging projects, and receiving customized mentoring from industry leaders. Typically, over a two-year period, participants rotate every four to six months into different roles, sometimes in different countries. With TI's manufacturing sites and design, sales and support offices located in Europe, Asia, and the Americas, new graduates are making a global impact.
We are investing heavily in expanding our rotation programs to build a strong foundation for future business success. In 2011, we established a senior leadership steering team to guide the program's design and objectives and selected a senior sponsor for our various programs (described below). We also created a centralized position to oversee the global deployment of the programs and ensure program quality and consistency, and created a program coach position to provide additional mentoring and feedback.
In 2011, 200 new college graduates participated in the following rotation programs:
- The Applications Engineering Program offers hands-on experience with the latest technologies across multiple disciplines and the opportunity to work with industry experts and customers.
- The Product/Test Engineer Program allows participants to work on state-of-the art semiconductor technologies with customers and cross-functional teams while improving efficiency and quality, directly contributing to TI's bottom line.
- The Technical Sales Program prepares participants for a challenging, customer-oriented career in sales where they can use their engineering background while contributing from a business perspective.
- The Technology & Manufacturing Leadership Development Program provides real-life technical and leadership development experience while working in a state-of-the-art manufacturing facility, as well as an assignment at a test facility in Asia.
- The Technical Marketing Development Program presents a unique opportunity to work with innovative technologies and learn how to define next-generation products, build and execute marketing plans, and ultimately close important business deals.
- The Finance, Development, Operations Program offers a unique combination of real-world experiences, organized learning, and networking with key finance and business leaders across TI.
- The Human Resources Program offers meaningful rotations to positions critical to TI's business success.
- The Communications Associate Program is a four-year program with two rotations within following domains: communications, relationship marketing, social media, employee communications and Internet marketing. Associates work closely with TI marketers and managers to articulate and manage communication messages relative to TI's overall brand strategy.
Future leader identification
A keystone of TI's learning and development culture is our commitment to offering customized, individual development opportunities to employees selected through our talent review process as potential future leaders. Each year the leaders of our business units, along with their human resources managers, meet with our CEO and senior vice president of human resources to discuss succession planning and the performance of individuals identified through talent reviews as high-performing.
All of our business units and manufacturing sites have efforts in place to facilitate the development of emerging leaders, either through group programs or one-on-one support of individual development plans. For example:
- The Pivotal Learning Program provides high-performing employees in our Analog business unit a unique and structured opportunity for development and visibility. Selected participants are given additional job responsibilities over a six- to seven-month period that offer challenging assignments in roles critical to Analog's success. Participants are assigned a sponsor and the results of their work are presented to senior leaders at the program graduation. In 2011, 24 employees completed the program.
TI also supports both development programs and individual development plans tailored for promising managers. Both group programs and individual development planning prepare managers to run a business or operation. Participants gain knowledge of the broader context of TI and spend time interacting with peers, senior managers and subject-matter experts. In 2011, 85 managers participated in one of three programs:
- The Technical Advisor Program offers participants in our Analog business unit an advisor that provides real-time support to solve key technical challenges. During the eight-month program, participants work with their supervisors to align "key results areas" with technical development goals, identifying the impact of achieving these goals.
- The Analog Leadership Development Program allows participants to work on critical projects and engage in networking and forums to exchange ideas and learn from TI executives. The program also involves individual 360-degree assessments, development plans, coaching and peer-to-peer support. Teleconference check-ins with peers facilitate the discussion of business and leadership challenges, development plan progress and project refinement. At the conclusion of the project, the participant delivers an in-depth presentation to the senior leadership team.
- The Educational Technology Learning Program combines group learning, mentoring and business development projects. Participants learn to analyze the market, identify and recommend potential business opportunities, recommend a market and entry approach, and develop a business plan and model.
- The Emerging Leaders Program involves participants from all of TI's worldwide manufacturing locations in Japan, China, Taiwan, Philippines, Malaysia, Germany, Mexico and the U.S. With senior executive sponsorship, this 18-month program focuses on cross-functional teamwork to solve real-life critical projects across manufacturing. Employees also participate in quarterly learning sessions and receive personal insight through assessments, coaching and feedback.
New manager development
To support employees transitioning from individual contributors to managers, we have a comprehensive year-long process called Choose to Lead. This program provides a consistent worldwide approach to developing new managers and involves interactive formal workshops, hands-on activities, online resources and 360-degree surveys.
Business units provide additional customized development experiences for managers who are new to profit-and-loss and sales leader roles. For example, our Product Line Manager Integration initiative features a 100-day written plan, formal one-on-one mentoring, progress check-ins with key stakeholders, and coaching focused on helping new managers navigate complex issues. New managers also meet with their teams with the objective of uncovering team dynamics and addressing any concerns.
In 2011, 19 percent of profit-and-loss (P&L) leaders and 18 percent of sales leaders were new to their positions. To support these employees, a P&L playbook, developed with input from TI's CEO, helps accelerate the learning curve, address key responsibilities in managing a product line, map responsibilities into activities or tasks, and understand how to evaluate their near- and long-term professional performance.
Mid-level manager forums
For more experienced managers, product line manager forums provide opportunities for mid-level managers to collaborate across organizations, share lessons learned, and discuss talent development and opportunities. Product line manager forums engaged 40 participants in two business units in 2011.
Another mid-level manager program is our product line manager Leader2Leader forum. Participants learn from senior leaders, discuss challenges and share successes with their peers. This forum is presented in half-day sessions four to six times per year.
Women leadership development
In 2009, TI senior executives launched an initiative designed for women in P&L positions. The goal is to build the pipeline of women ready for P&L leadership positions and to ensure that the company has a solid mix of gender in these roles. The initiative includes initial identification, ongoing mentoring, development sessions, and various networking opportunities.
The Women's Insights group, established by TI executives in 2008 to help senior leaders understand the needs of women in the workplace, continues to provide critical input. Members meet regularly with senior leadership team mentors - and periodically with TI's chairman, president and CEO - to share ideas and receive professional development guidance. The group includes fewer than 20 members at any one time; members change regularly to create a constant flow of ideas and insights.
TI also sponsors emerging leaders in external development programs such as the National African-American Women's Leadership Institute. In 2011, seven TI employees graduated from this six-month program after attending three one-week leadership-training sessions and participating in a community service project.
As a technology company, we have a stake in the ongoing technical growth of our engineers. Throughout the year, we encourage TI engineers to participate in technical conferences, workshops, lectures and symposia to promote professional growth. We also offer a diverse technical curriculum that aligns with our business needs.
In 2011, we offered numerous programs on-site or via teleconference, and archived some for on-demand viewing. They included:
- The University Lecture Series. College professors visit a TI campus to meet with a small group of engineers and discuss aspects of their ongoing research. Broadcasting the meeting via teleconference allows a larger, global audience to participate.
- The TI Fellows Leadership Series. Each month a TI technologist or technical team member presents a seminar about recent project work.
- The Analog Luncheon Series. Held every two weeks, this series allows engineers to share technical information. They encourage cross-pollination of ideas among all engineering disciplines and provide networking opportunities. Presenters gain increased visibility throughout the Analog business unit. In 2011, more than 2,500 employees attended.
- The Analog Intellectual Property (IP) Sharing Series. These monthly forums, sponsored by business and technical leaders, enable active IP sharing, networking and exchanging of ideas. In 2011, 371 employees attended sessions.
TI's prestigious Technical Ladder is a long-standing company institution that recognizes, rewards and encourages exceptional technical contribution and leadership. Election to each of the six rungs on the ladder occurs though a peer-nomination process, with approval via consensus between technical leaders and managers. Once elected, TI evaluates participants' technical and business contributions annually. Technical Ladder members are recognized as subject-matter experts and expected to continue to influence TI product development and the industry externally, and to teach and mentor others. In 2011, 220 employees were elected to or promoted up the Technical Ladder.
Women for Fellow Initiative
Our Women for Fellow Initiative (WFFI) helps TI women in high-level technical roles build development plans and work toward successful election to and progression in the company's Technical Ladder. Today, nine women are in this program.
Over the years, TI has developed a strong mentoring culture across the company. Mentoring at TI focuses on developmental goals and strategic partnerships based on trust, honesty, openness and commitment. Mentoring objectives are to provide an opportunity for personal development, offer a chance to learn from different situations and cultural perspectives, and help people build relationships and become more effective at TI.
At the corporate level, a mentoring coordinator helps groups launch mentoring programs. Organizers can also access a website designed to support the development of formal mentoring programs that includes guides, planning templates and relationship evaluation tools.
Many long-standing business-unit-specific mentoring programs are in place at TI to enhance career and personal development. These include formal stand-alone internal and external programs, development program mentoring, and informal relationships that can occur at any time during an employee's career. Here are some examples of our various mentoring approaches.
- Within our Technical Ladder program, a unique mentoring practice is in place. In order to move up the Technical Ladder, senior leaders are required to mentor junior engineers.
- Many of our 29 TI Diversity Network initiatives offer mentoring.
- TI's ongoing participation in Menttium 100 provides emerging women leaders with an opportunity to accelerate their development and enhance their leadership skills through an external program of global and virtual mentoring.
- Employees can also work with their manager or human resources to create a customized mentoring experience, selecting a specific mentor from their business unit or another TI organization.
As a global company, TI has a responsibility to educate employees about cultural differences and global business practices. Our goal is to foster effectiveness, productivity and an inclusive working environment, while minimizing cultural or behavioral misunderstandings.
Much of our cross-cultural training comes through international work assignments and overseas business travel. To support these experiences, all employees have access to the GlobeSmart online learning tool, which features practical information on conducting business in more than 60 countries, along with an online community to share experiences.
We also offer workshops through the TI Diversity Network to help employees understand differences in religions, ethnicities, cultures and genders. For example, in 2011, we conducted Feedback Across Differences workshops for more than 400 U.S. employees to help employees and managers understand cultural variables that may affect how performance feedback is given. We provided tips and strategies to help diverse work groups seek and provide feedback.
Another example is the Meet, Greet and Grow workshop offered by our Indian Diversity Initiative, during which members and TI leaders discuss effective networking, career transitioning and building leadership skills.
TI encourages employees to continue their education, offering workplace flexibility and financial support for those pursuing associate, undergraduate or graduate degrees or participating in other external learning opportunities. In the U.S., employees may be eligible for $2,500 to $7,500 in reimbursement per calendar year through TI's educational assistance program. Non-U.S. locations have similar reimbursement policies. TI also funds professional society memberships, conference and symposia registrations, and other types of educational coursework and workshops that enhance learning and development.
Online knowledge platform
TI employees and contractors worldwide have access to an internal Learn@TI Web portal. Launched in 2010, Learn@TI contains comprehensive learning and development resources to help solve business problems and build technical and professional skills, including on-demand libraries with thousands of technical articles and books, links to journals and annual conference proceedings, and webinars and collaborative learning options. The site also enables employees to upload their own videos and presentations and connect with global TI subject-matter experts.
In 2011, we unveiled several Learn@TI channels to provide targeted content for global TI employees:
- Supervisor@TI provides leaders access to the specific information, development content, tools and resources they need to lead and manage. Resources include Harvard ManageMentor and GlobeSmart.
- Leader@TI offers on-demand resources such as easy-to-navigate collections of articles, videos, tool kits, books, podcasts and internal TI policies.
- Technical@TI connects new and experienced engineers with peers and educational resources across all major engineering communities at TI.
- Performance@TI has tools for performance goal-setting, ongoing feedback and reviews.