Diversifying Education and Training,
Strengthening Capacity Building
The TaiwanICDF is a learning organization and
we place a great deal of emphasis on nurturing and
developing talent. In recent years, in line with our general
program of transformation and reform, we have been
putting more effort into personnel training than ever
before, hoping to smooth the strategic direction that the
organization takes and focusing on standards of staff
capacity building. The results of a survey conducted
for us by a human resources consultancy revealed that
during 2010 and 2011, we provided personnel with an
average of 43.5 hours of training per person per year.
This is significantly higher than the average of 30.8 hours
provided to the Taiwanese workforce across all sectors of
industry.
In terms of planning training activities, in 2012 we
focused on capacity building for those stationed at our
overseas missions by selecting a group of 41 personnel
who showed outstanding potential and bringing them back
to Taiwan to participate in a one-month Reserve Overseas
Project Management Training Program. This program
enhanced their ability to define projects’ core issues,
develop project content and plan a work schedule. With
regards to domestic employees, we planned a diverse,
year-round selection of courses designed to enhance
knowledge. These included an introductory workshop on
agriculture and basic and advanced classes on a project
design and monitoring framework. To sharpen colleagues’
language and communication skills, we also organized
multi-level French and Spanish classes, as well as English
writing classes.
Furthermore, to increase awareness and
understanding of the TaiwanICDF for new recruits, we
organized a New Recruits Shared Knowledge Camp
where new employees had a chance to learn about the
organization’s vision and strategy over a short period
of time. Meanwhile, to improve the effectiveness of
management and communication between the various
ranks of the organization, we organized a meeting
between the Secretary General and 11 of the TaiwanICDF’s
division chiefs. Direct communication between executives
provided a first-hand illustration of the organization’s
strategic direction. In addition, the meeting drew upon
the experience of high-level executives to arrive at a
more sophisticated understanding of the functions that
management-level personnel must possess.
Promoting Secondment, Implementing
International Standards
In 2011, we established a secondment program to
allow us to gain deeper insights into trends in international
development assistance and build exchange opportunities
with international organizations. Over the past year, we
continued to dispatch outstanding members of staff to
the Asian Development Bank (ADB), the EBRD and the
Central American Bank for Economic Integration (CABEI).
The program provides colleagues with the chance to
understand best practices, acquire project management
capabilities and gain experience in project implementation,
assisting the development of our own organization through
cooperation with major international organizations.
Constructing a Friendly Workplace, Pursuing
Better Ways to Work
In striving to reform our organization, we understand
that human resources are our most valuable asset and
represent a source of virtually limitless value. We have
put a great deal of thought into protecting and enhancing
the welfare of our staff and creating a friendly working
environment, with the goal of having our employees
work in comfort and generating greater value for the
organization. To establish a receptive, pleasant working
environment, we continue to maintain an Internet café
where staff can take time out to peruse books and
periodicals over free coffee. We have also set up a
breastfeeding room to respect female colleagues’ need
for privacy and comfort. We also bring in professional
medical institutions at regular intervals to offer flu
vaccinations to all personnel free of charge and we have
signed a childcare contract with a nearby nursery to
address colleagues’ childcare concerns.
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