A healthy talent development system is the key to the sustainable development of an organization. Cathay Life has developed training frameworks and established a comprehensive training system according to each employee’s individual career needs and talent levels, thereby enriching talent pools at all levels as well as elite insurance sales agents and digital technology talents at home and abroad.
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As of 2024, 20.1% of all personnel contributed to War Room transformation process, which reached 44 departments.①
As of 2024, more than 208 employees obtained agile certifications, such as the PMI Agile Certified Practitioner (PMI -ACP) o r Professional Scrum Master (PSM).①
In 2024, the total learning hours on Hahow reached58,265 hours.②
In 2024, all 6,270 participants of Weight-Loss Competition lost a total of 14,320 kg②
Cathay Life has proactively developed diversified talents, encouraged job rotations across departments and companies, cultivated employees’ cross-disciplinary thinking, and improved their ability to integrate.
Cross-series job rotation
To encourage office staff to continually explore their diverse competencies, we introduced systematic operations since 2020 to allow departments recruiting new employees to offer job vacancies online and provide advice via different channels to lower employees’ sense of uncertainty during transitions.
In addition, we arranged transfers of professional office staff to sales or policyholder services departments to further familiarize office staff with life insurance operations.
War Room
In response to the trend of digital transformation, we introduced agile thinking and established the “Situation Room.” Operated by heterogeneous teams, it encourages employees to step out of their domains and create new ideas through cross-domain cooperation.
Focus story
The job rotation percentages in 2024 amounted to 24.6% for specialized staff and 17.6% for administrative staff.
In 2024, the number of employees involved in internal and external transfers was 39. Among those transferred, 38% were at the Assistant Manager level or above, while 46% were at the Associate Manager level.
As of 2024, 20.1% of all personnel contributed to War Room transformation process, which reached 44 departments.
