6.1 Talent Training and Development
Our hospital centers its core values on “people-oriented care,” firmly believing that talent is the key driving force behind the sustainable development of the healthcare system. Therefore, we continuously integrate talent cultivation and career development into the organization’s long-term strategic planning. Through institutionalization, systematization, and resource allocation, we have established a comprehensive Sustainable Talent Development Framework. Our hospital not only emphasizes the enhancement of professional skills but also promotes the integrated growth of clinical practice, management capabilities, and academic development to respond effectively to the rapidly changing medical environment and diverse care needs.
Regarding the talent development system
Our hospital has developed a comprehensive annual education and training plan that includes new employee orientation, advanced professional competency courses, interdisciplinary integrated learning, and leadership development programs. We design tiered training systems tailored to different job categories and levels to ensure strong alignment between talent development and organizational needs. Additionally, we actively invest resources to support staff participation in internal and external academic conferences, professional certification courses, and continuing education while on the job. Through these continuous learning initiatives, we enhance professional expertise and clinical decision-making skills.
Our hospital places great emphasis on talent cultivation and the development of professional capabilities, continuously investing in education and training resources to build a high-quality medical team and enhance overall medical service quality. The education and training expenditure for 2025 reached NT$1,740,249, representing a 21.9% increase compared to NT$1,427,760 in 2024. This demonstrates our hospital’s ongoing commitment to deepening talent development strategies and making substantial resource investments, reflecting our dedication to employees’ learning growth and professional advancement.
To promote lifelong learning and professional development among staff, our hospital offers off-duty study subsidies for military personnel, with a maximum annual subsidy of NT$20,000 per person. This initiative supports colleagues in using their off-duty time to continuously enhance their professional knowledge, pursue advanced degrees, or obtain professional certifications, thereby improving individual competencies and organizational competitiveness. Additionally, our hospital has established a membership fee subsidy program for professional associations, providing NT$1,000 per person annually. This encourages staff to actively participate in various professional societies, seminars, and industry-academia exchange activities to stay informed about the latest developments in medical professions and to strengthen cross-disciplinary knowledge exchange and professional networks.
Through diversified talent cultivation initiatives and a comprehensive learning support system, our hospital continuously fosters a learning-oriented organizational culture. This approach helps staff refine their professional skills, enhance clinical care quality, and improve management effectiveness. Consequently, it strengthens the hospital’s overall medical service capacity and competitiveness for sustainable development, achieving the goal of driving medical quality improvement through talent.
2025 Training Programs and Implementation Outcomes at Our Hospital
| Item | Year 2024 | Year 2025 |
|---|---|---|
| Education and Training Expenses (NT$) | 1,427,760 | 1,740,249 |
| Growth Rate | – | 21.90% |
| Public Continuing Education Subsidy | Up to NT$20,000 per person per year | Up to NT$20,000 per person per year |
| Professional Association Annual Membership Fee Subsidy | NT$1,000 per person per year | NT$1,000 per person per year |
Note: A total of 26 nursing supervisors completed the 2025 Nursing Supervisor Training Camp.
The following is the summary table of education and training expenses for staff of various job categories at our hospital for 2024-2025:
| Item | Year 2024 | Year 2025 | ||||
|---|---|---|---|---|---|---|
| Job Category | Number of Participants | Expense Subsidy (NT$) | Official Leave Hours (H) | Number of Participants | Expense Subsidy (NT$) | Leave Hours (H) |
| Physicians | 71 | 459,835 | 922 | 114 | 603,497 | 1,428 |
| Nursing | 155 | 537,360 | 2,312 | 172 | 438,662 | 2,126 |
| Medical Tech | 80 | 152,206 | 764 | 104 | 214,212 | 740 |
| Administration | 95 | 278,359 | 990 | 139 | 483,878 | 1,096 |
| Total | 401 | 1,427,760 | 4,988 | 529 | 1,740,249 | 5,390 |
The subsidy amounts for off-duty continuing education of military personnel in various categories in 2025 are as follows:
| Category | Male | Female | Total (NT$) | ||
|---|---|---|---|---|---|
| Number of people | Amount | Number of people | Amount | ||
| Physician | 13 | 441,476 | 1 | 40,000 | 481,476 |
| Nursing | 1 | 40,000 | 7 | 232,078 | 272,078 |
| Medical Technology | 3 | 84,500 | 0 | 0 | 84,500 |
| Administration | 1 | 40,000 | 1 | 40,000 | 80,000 |
| Total | 18 | 605,976 | 9 | 312,078 | 918,054 |
Professional Talent Cultivation and Sustainable Talent Development
Our hospital firmly believes that talent is a vital foundation for improving the quality of medical services and ensuring the sustainable development of the organization. We continuously invest in institutionalized training programs and diverse learning resources to establish a comprehensive talent cultivation system. This system enhances professional skill development, leadership succession, and the organization’s core competitiveness, with the goal of building a medical team that combines professional expertise with sustainable thinking.
In terms of professional talent development and team building, our hospital places special emphasis on nurturing nursing professionals and enhancing their leadership capabilities. We have established a systematic training program for nursing supervisors, regularly conducting workshops each year. The curriculum covers core competencies such as leadership and management, cross-departmental communication and coordination, quality management, team operations, and clinical decision-making. These efforts aim to strengthen nursing supervisors’ management resilience, organizational leadership, and problem-solving skills. In 2025, a total of 26 nursing supervisors completed the training courses, demonstrating that our hospital has gradually developed a stable and sustainable nursing leadership development mechanism, laying a solid foundation for future organizational growth and talent succession.
Additionally, to meet the manpower needs of newly established or expanded units, our hospital proactively plans professional talent training and competency development programs. Through education and training, practical guidance, and cross-unit learning, we help colleagues quickly adapt to their job functions, ensuring clinical service quality, patient safety, and organizational operational stability.
To continuously enhance employees’ professional skills and certification credentials, our hospital fully subsidizes staff participation in various professional certification training programs, including Advanced Cardiovascular Life Support (ACLS) and wastewater treatment specialist certification, among others. We encourage colleagues to obtain professional qualifications and advanced certifications to increase their personal professional value and career competitiveness. By consistently advancing professional knowledge and validating competencies, we not only improve individual job performance but also strengthen the overall quality of medical services and the organization’s professional capacity.
Regarding talent development performance
According to the Sustainability Accounting Standards Board (SASB) healthcare industry disclosure indicators, our hospital’s overall turnover rate in 2025 was 11.29%, with a nursing staff turnover rate of 11.80%. In response to the common challenges of workforce shortages and turnover in the healthcare industry, our hospital continues to implement talent retention and support initiatives. Through comprehensive education and training programs, career development planning, work environment improvements, and employee support mechanisms, we aim to reduce the risk of losing key personnel and enhance employees’ sense of identification and cohesion with the organization. These efforts help maintain the quality of medical services and ensure organizational stability.
Overall, through an institutionalized talent cultivation framework, continuous resource investment, and the development of diverse learning channels, our hospital is gradually establishing a development model centered on a “sustainable talent pool.” We regard talent as the organization’s most important long-term asset and consistently invest in its growth and cultivation. Talent development is not only a vital foundation for enhancing medical professional capabilities but also a key driver for promoting the hospital’s sustainable operations and improving organizational resilience.
Looking ahead, our hospital will continue to deepen the tiered talent cultivation system, strengthen dual-track development paths for clinical expertise and management functions, and integrate digital learning platforms, smart medical development trends, and cross-disciplinary talent cultivation strategies to enhance learning efficiency and knowledge transformation capabilities. By establishing a comprehensive talent development ecosystem, we will continuously strengthen organizational resilience and improve the quality of medical services, steadily advancing toward the vision of a sustainable medical institution characterized by professional excellence, sustainable talent, and medical innovation.
In the area of professional talent development and team building, our hospital has particularly strengthened the development mechanisms for nursing personnel. We hold annual nursing supervisor workshops that provide systematic training in leadership and management, cross-unit communication and coordination, quality management, and clinical decision-making. These efforts aim to enhance nursing supervisors’ management resilience and organizational leadership. In 2025, a total of 26 nursing supervisors completed these training courses, demonstrating that our hospital has gradually established a stable and sustainable development mechanism for cultivating nursing leadership talent. Additionally, for newly established or expanded units, our hospital proactively plans professional manpower training programs to ensure clinical service quality and organizational operational stability.
Our hospital’s 2025 SASB Talent Development Indicator data:
| Talent Development Indicators (SASB) | 2025 Data |
|---|---|
| Overall Turnover Rate | 11.29% |
| Nursing Staff Turnover Rate | 11.80% |
Our Hospital 2025 Employee Demographic Data Table:
| Job Category | Under 30 years old | 31-50 years old | Over 51 years old | Total (people) |
|---|---|---|---|---|
| Physicians (including dentists) | 35 | 98 | 18 | 151 |
| Nursing staff | 92 | 214 | 50 | 356 |
| Medical technical staff | 28 | 85 | 37 | 150 |
| Administrative staff | 29 | 126 | 74 | 229 |
| Total | 184 | 523 | 179 | 886 |
2025 Staff Turnover Rate Statistics by Job Category of This Institute:
| Job Category | Number Employed at Beginning of Year | New Hires This Year | Resignations This Year | Number Employed at End of December | Turnover Rate (%) |
|---|---|---|---|---|---|
| Physicians (including dentists) | 155 | 16 | 20 | 151 | 13.25% |
| Nursing staff | 341 | 57 | 42 | 356 | 11.80% |
| Medical technical staff | 143 | 15 | 8 | 150 | 5.33% |
| Administrative staff | 225 | 34 | 30 | 229 | 13.10% |
| Total (number of people) | 864 | 122 | 100 | 886 | 11.29% |
Note: The turnover rate is calculated by dividing the number of employees on duty at the hospital as of December 31, 2025, by the number of employees who left in 2025.