Promotion

  Corporate Employee Selection and Promotion Management System
  I. Purpose: To standardize the employee promotion process, encourage employees to strive for continuous improvement in their personal qualities and capabilities, effectively enhance work performance, and simultaneously provide employees with a robust platform and opportunities for career advancement and self-development. This aims to foster a fair, just, and transparent competitive environment, ultimately building a learning-oriented enterprise.
  II. Principles:
  (1) Excellence in Both Virtue and Talent: The company will comprehensively evaluate employees based on their personal qualities, professional capabilities, and actual achievements, promoting talent-based selection and advancing the most qualified individuals.
  (II) Equal Opportunity: Everyone is equal before promotion opportunities. The company conducts open recruitment and fair competition annually, selecting talent solely based on merit.
  (III) Combining the "Promotion Ladder" with "Exceptional Promotion": Most employees typically follow the "ladder promotion" approach, while exceptionally talented, uniquely gifted individuals, or those who have made outstanding contributions to the company, may be considered for "exceptional promotion."
  (IV) Capable of both promotion and demotion, maintaining healthy competition: the strong rise, the average step aside, and the mediocre fall.
  III. Responsibilities
  (1) General Manager: Responsible for approving this system; responsible for reviewing the selection plan and approving promotion outcomes.
  (II) Department of Administrative Human Resources: Responsible for the formulation and interpretation of this system; responsible for drafting and publicizing the selection plan; responsible for organizing the selection activities; and responsible for submitting the final promotion results.
  (III) Departments of the Company: Responsible for the implementation and execution of this system; responsible for proposing and supervising the selection and promotion plans.
  IV. Scope: Applicable to all employees of the company.
  V. Specific Content:
  (1) Career Development Pathways
  1. Vertical Development: Based on employees' capabilities, personalities, career aspirations, and the company's growth needs, two distinct promotion paths have been specifically established, corresponding to the hierarchical levels illustrated below:

(II) Basic Promotion Requirements:
  1. Full-time employees who have completed their 3-month probation period;
  2. Regular employees who have worked in the same job-level position for 3 months or more;
  3. No record of serious disciplinary actions or negative performance evaluations within the past 3 months (the 3 months prior to selection);
  4. Possess the job requirements and essential competencies needed for the position.
  5. Possess other qualities or requirements specified in the selection and promotion plan.
  (III) Types of Promotion:
  1. Promotion: Refers to the advancement of an employee to a higher job level within the same rank.
  2. Promotion to a Higher Position: Refers to the advancement of an employee's position level when transitioning across different job grades.
  (IV) Promotion Mechanism
  1. Regular Selection Process: Organized and implemented uniformly by the Administration and Human Resources Department in accordance with the company's annual strategy and talent resource planning, conducted once per year in principle.
  2. Irregular Selection Process: When a position becomes vacant due to company growth or the need for temporary major projects, and an internal competitive recruitment is decided upon, the hiring department may submit an application. After approval by the General Manager, the application will be forwarded to the Administration and Human Resources Department for unified organization and implementation.
  3. Exceptional Promotion: Employees who are identified as exceptional talents or have made outstanding contributions and demonstrated remarkable performance may, upon approval by the General Manager, be appointed and promoted at any time. Employees currently on probation are not eligible for promotion recommendations; however, their performance after the probation period may be considered for advancement.
  (V) Management of Promoted Personnel
  1. All personnel who have participated in the selection and promotion process will be uniformly recorded and filed in the company's talent development database.
  2. Talent development is managed and maintained daily by the Administrative Human Resources Department, with active participation from all departments.
  3. The talent development database will regularly and irregularly organize professional skills or management-level training sessions. Relevant personnel are, in principle, required to participate. Training scores will be considered a key factor in the next selection and promotion process.
  4. Within one month of a new employee's onboarding, the head of the employee's department should conduct a discussion focused on helping the new hire identify their personal development path based on their individual circumstances (such as career interests, career plans, qualifications, and skills), thereby facilitating their seamless integration into the company's growth journey.
  (6) Management of Promotion Practice Period and Secondment Period
  1. Probation Period: All personnel promoted from a lower-level position to a higher-level position shall undergo a designated probation period to better familiarize themselves with their new roles and assess their suitability for the position.
  1.1 Clerk Promotion to Supervisor/Specialist: The probationary period is 3 months;
  1.2 Promotion from Supervisor/Specialist to Director/Specialist: The probationary period is 6 months.
  2. In cases where a position becomes vacant due to special circumstances, temporary staff may be seconded to fill the vacancy without triggering selection or promotion processes. The seconded personnel will enter a secondment period and remain in this phase until a successful selection is made, at which point they will transition into the practical training period.
  VI. Appendix
  1. Employee Career Development Planning Form
  2. "Selection and Promotion Application Form"
  3. "Selection and Promotion Recommendation Form"
  4. "Selection and Promotion Communication Records"

  Employee Career Development Plan
  Date of Form Completion:

Application Form for Selection and Promotion
Date to be filled in:

Selection, Promotion, and Recommendation Form
Date of Form Completion:

Employee Communication Records

Communicator:
Note: