Human Resource Policy
Recruitment of New Employees
We have made preparations in advance to add locations and recruit talents in various countries, in order to meet the needs of market expansion in the future. We continue to dedicate our efforts to the corporate culture and attract talents. Besides recruiting talents through job banks, we also release job vacancy information on social media platforms, such as Linkedin and Facebook. We also work with career centers of universities and colleges and participates in job fairs or job matchmaking activities. When a job opening becomes available, our staff will also recommend friends or relatives to apply for the job. We establish a talent pool for unsuccessful applicants, who will be contacted when a suitable job opening becomes available.
Applicants must pass a document review, professional capability assessment, and competency and language proficiency tests. We seek outstanding talents with shared values to jointly create new possibilities at Brogent and share the success and results. There were 30 new employees in 2024, in which 16 are female and 14 are male.
Vision Get Wild
Brogent has participated in Vision Get Wild for many years, and cooperated with the organizer to recruit more outstanding digital content design and production talents to help the Company grow in the long term. When recruiting foreign/overseas employees, Brogent complies with local labor laws and personal data and privacy protection regulations, respects human rights, and does not engage in any discrimination. We uphold the Company's core values and comply with external regulations and the Employee Code of Conduct to create a workplace environment with fair treatment and equal employment opportunities.
Kaohsiung Youth Internship Program
Brogent is committed to using high technology to create a unique and immersive flying experience. We are pleased to provide internship opportunities for students to help them explore their career interests. Through the matchmaking of the Kaohsiung Youth Internship Program of the Youth Bureau of the Kaohsiung City Government, more young people who want to work in the field of simulator rides and industry can understand what Brogent is doing, as well as the Company's vision and philosophy. This partnership gives us the opportunity to move forward into the future with more energetic and enthusiastic young people, and will provide great help and opportunities for the company in recruiting and cultivating talents in the future. It is worth mentioning that the 2024 Brogent Finance Center intern, Ms. Rebecca Wu, has been awarded the first place of the Outstanding Student in the Kaohsiung Youth Internship Program!Brogent understands the importance of employee cultivation and believes that employees' growth will also empower the Company's growth. Brogent uses various learning channels and resources to help employees improve their own abilities and exercise their advantages and potentials, with the vision and goal of cultivating talents across different fields in an integrative way.
1. Education and Training
Brogent cultivates talents through diversified learning channels, encourages employees to actively participate in internal and external education training, and fully supports learning and development at the Company's expense to ensure that employees are able to grasp the latest industry trends and professional knowledge, thereby enhancing employees' workplace competitiveness and require competencies. In addition, a dual-track development system for professional and management competencies is provided to enable employees to grow and improve their abilities.
Brogent's training courses mainly include management training, professional training, general training, and newcomer training. We have systematically planned comprehensive training courses needed by our employees for their career development, as well as education and training courses for their lifelong learning.
Brogent's diversified internal training courses cover professional skills, general education, management capabilities and cross-departmental talent training. Internal trainers provide the passing down of high-quality knowledge and practical sharing to ensure that employees can learn and apply them at work, thereby improving overall team effectiveness. Depending on the actual demand, internal training courses are uploaded to the training system and made available to all employees for learning to promote knowledge sharing and exchange among departments; Online teaching will be provided for employees who are unable to attend physical courses. Employees can flexibly schedule their learning time through the training system and record their learning progress and completion status. After completing external training, employees are not only required to submit electronic files of relevant information such as training-related qualifications to the human resources unit for record-keeping, but are also required to upload a report form on the results of the training experience to the training development system, and according to the needs of the knowledge and skills gained from the training to be converted into teaching materials suitable for internal learning, and act as an internal trainer to organize internal training to be passed on to other relevant personnel.
▌Education and Training Results
Brogent is committed to helping employees and the Company grow together, planning complete and diverse learning courses and training resources for employees; we hope to utilize the organization's internal teaching resources to enhance the adaptability, professionalism and sustainability of employees, so as to promote the sustainable operation of Brogent; the total hours of employee education and training reached 10,037 hours, an average of 37 hours per person.
▌Sharing of Highlights of Education and Training in 2024
Brogent cooperated with professors from the Institute of Human Resources Management of National Sun Yat-sen University to organize a R&D Team Strategic Consensus Course, which combines academic theories and corporate practices to enhance the strategic thinking of R&D teams. This series of courses adopts a step-by-step approach to help R&D personnel deeply understand the key factors of strategy formulation and execution. The R&D team strategic consensus course was held in three sessions, each lasting three hours, divided into morning and afternoon sessions. A total of 73 R&D personnel participated in this training, with a total training time of 594 hours, and the course satisfaction rate was as high as 4.6 points (out of 5 points). Through this course, the R&D team not only strengthened its strategic thinking, but also improved its cross-departmental communication and team collaboration capabilities, laying a more solid foundation for future innovation and technological development.
2. Passing Down Experiences
Brogent values the internal passing down of knowledge and experiences and encourage our employees to be internal trainers. In 2024, a total of 91 internal trainers taught over 268 hours of classes in total. In order to recognize and encourage all employees to pass on valuable experience and knowledge and enhance the overall competitiveness of the Company, the Company has set up the "Distinguished Teacher Award", which is divided into two categories, namely "Professional Courses" and "General Courses". In 2024, 10 outstanding internal trainers have been selected based on quantitative indicators of teaching hours and number of trainees, and quality indicators (learning effectiveness evaluation, such as satisfaction, are there any tests, has it been converted to online course), etc. At the end of the year, an internal trainer award ceremony will be held to commend the contributions of outstanding internal trainers, further enhance the learning atmosphere within the Company, and strengthen experience exchange and knowledge sharing among employees. At the same time, we are also actively evaluating retirees to become consultants or provide guidance for the passing down of technical experience, which has become one of the most important assets of the Company.
3. Diversified Development of Employees
Performance Evaluation
To encourage our employees to pursue continuous innovation and growth, we align our employees with our organizational goals and achieve these goals through a strategic and integration-based performance management system. We have also effectively improved employee performance and achieved our operational goals.
Executive Performance Evaluation
The professional guidance provided by Brogent's senior management and their managerial efficiency are the keys to our persistence in improving the competitiveness of our products in the immersive simulation technology industry. By performing their managerial duties well, senior management can bring about stable operational performance. Therefore, we have established an internal evaluation mechanism that connects review of managers' salary to their work performance; the approval criteria consist of three aspects: financial indicators, quality and risk, and leadership and management.
Employee Engagement Survey
In order to understand specifically the level of employees' commitment to their work, company goals and values, Brogent conducts an employee engagement survey every two years to collect employees' feedback and suggestions. The survey tool is based on Gallup's Q12, which covers job clarity and expectations, support and resources, feedback, recognition and development opportunities, interpersonal relationships and teamwork, etc. In addition, Brogent has included an additional question on "organizational loyalty" in the questionnaire, which is a total of 13 questions, and utilized a five-point Likert scale to conduct the survey on employee engagement. Participants in the 2024 Employee Engagement Survey include all employees of Brogent Technologies and Brogent Global, with a response rate of 79% and an overall average score of 3.9 points. Although the average score is the same compared to 2022, through this feedback questionnaire, there is not much change in the questions on job clarity and expectations, while there is a slight improvement in the questions on support and resources, feedback, and interpersonal relationship and teamwork. This improvement reflects employees' perception that the company provides sufficient resources, and that the company's efforts to strengthen performance management and communication in the past two years have been effective, as well as enhancing Brogent employees' sense of connection in team atmosphere, culture and workplace relationships; the questions of recognition and development opportunities, and organizational loyalty have slightly regressed. In the future, it is expected to strengthen employee career development and training planning and hold various activities to enhance employees' trust and sense of belonging to the Company. The results of this survey and analysis are reported to the management during the senior management meeting, so that each unit manager can understand them, draw up relevant action plans for improvement, and continuously track their effectiveness, in order to create an attractive and supportive work environment.
