Performance Overview
Our people: Training and development
Technology and market evolution mean that the nature of our organization, jobs and skill sets are constantly changing.
Internal mobility
We see internal mobility as a way to meet our business needs and enable staff to develop their careers. This is why it's our policy to give priority to internal applicants whenever we are recruiting, unless this would be against the interests of both ST and the member of staff concerned.
| Jobs posted and filled internally |
% |
| |
2003 |
2004 |
2005 |
| STS13: Jobs requiring experience posted internally |
64 |
69 |
68* |
| STS14: Jobs requiring experience filled internally |
51 |
61 |
85 |
| (*) |
It’s important that we post available jobs internally as this allows staff both to develop their careers and to see how we’re growing as a company. The percentage of jobs posted internally is more meaningful to us than those filled internally, as the latter can be heavily influenced by specific market needs and conditions. |
Training
It is important that we continually develop our competencies to reflect evolving company needs. We therefore offer a wide range of educational and personal development courses through both local training departments and ST University. Our aim is to make our people as employable as possible, both inside ST and outside it. Our understanding of 'employability' in this sense represents a change of approach in response to changes in society.
STS17a
In 2005, 77% of newcomers participated in a newcomer seminar. Our objective is for all new staff to attend this seminar within six months of joining us. This is a new indicator.
| STS15a: STU core team activity |
| |
2003 |
2004 |
2005 |
| Number of training hours per year |
104,000 |
117,000 |
126,000 |
| LA9: Average training hours |
| |
2003 |
2004 |
2005 |
 STS15: Professionals |
35 |
38 |
37 |
| STS16: Operators |
62 |
67 |
80* |
| STS17: Others (non professionals) |
35 |
36 |
30 |
| Total** |
46 |
49 |
53 |
| (*) |
This higher figure is linked to the regular certification/recertification of operators at least every 18 months. |
| (**) |
Including training on equipment and outside training. |
Reaching our target of an average of 55 and a minimum of 35 training hours per employee per year is not easy except in the case of operators where training is required for certification.
 STS18: Employee access to training |
% |
| |
2005 |
| Employees having received > 35 hours training/year* |
40 |
| (*) |
This indicator is particularly important as it shows how training is distributed among employees. This is a new indicator. |
We monitor the effectiveness of our training with the training industry standard Kirkpatrick model.
| STS19, STS20: Trainees who received evaluation |
% |
| |
2003 |
2004 |
2005 |
| Kirkpatrick Level 1* |
96 |
94 |
93 |
| Kirkpatrick Level 2** |
89 |
83 |
83 |
| (*) |
Evaluation of trainee satisfaction with regard to content facilitation and logistics. |
| (**) |
Evaluation of trainee’s knowledge acquisition, attitude or skill improvements as a result of the training. |
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