For Cheng Loong, pursuit and deepening of differentiation strategies should be strengthened, in addition to cost control and competitive pricing strategies, in order to enhance the competitive advantage of the company. The human resources development strategy must therefore incorporate considerations such as how to reinforce core corporate capabilities through organizational reforms, maintenance and gradual transition of corporate culture, introduction of various management activities, and full use of modernized information technologies under administration policies dominated by cost-guided strategies and supported by differentiation strategies. The human resources development strategy must achieve maximum general performance in the four surrounding aspects in relation to proper planning, improvement, and implementation of capable staff selection, training, appointing, and retaining, to support integral administration strategies and the goals of the company.

Recruiting of Capable Staff

A competitive salary standard: For new staff recruited from outside, the company provides a competitive initial salary standard. According to salary survey data (including surveys made by external corporate management consulting companies, the trade itself, and other trades), salaries in the company are positioned above ordinary levels.
Enhancement of the capabilities of corporate staff: With improving corporate image of the company and competitive initial salary, CLC has a higher percentage of personnel with higher education level among the paper industry.

Training of Capable Staff

Adjustments to the training system: The company also performs readjustments to the existing training system to achieve effective training of excellent new staff and existing senior, stable, and highly capable personnel, in an attempt to enhance their professional management skills and knowledge, as shown below:
Job redeployment: Job redeployment is always included as part of the important personnel development system of Cheng Loong Corp. as well as the staffing guidelines of the corporate founders. To enhance the capabilities of staff, train all-round management cadres, prevent personnel from becoming tired of their profession due to long terms of service at the same position, and further promote the learning drive of staff, the job redeployment system which has already been implemented for a long period of time is coordinated closely with individual prospect planning for staff, a combination which has trained a large number of excellent and capable management personnel for Cheng Loong Corp.
Job extension:Nowadays, young staff pay much attention to opportunities for learning and development due to their education, family economic conditions, and course of socialization. They think much of the orientation towards achievement and self-realization, and are significantly different from older staff in terms of job values. Since there are always a great number of management activities occurring within the company, the in-depth participation of the group of new-generation young staff in project type management activities can enable them to develop.

The appointment of capable individuals

Performance examination and development: The traditional system placed too great an emphasis upon one-way, upward performance examination. After gradual improvement over the last three years, the company has begun to attach importance to performance communication and two-way goal determination and commitment between personnel and managers, so that personnel are made aware of the job goals of the company and its managers, intensifying the connection between individual personnel and the goals of management and the company, and further enhancing staff performance and productivity by unifying and integrating their efforts.
Rational promotion channel: Cheng Loong Corp long ago established a strong duty system. The dual promotion system combining professional duty and administrative duty provides personnel with the greatest space for performing in their fields of specialty, ability, and knowledge. Normally, the company has the courage to promote those of strong potential ability to management and give them more challenging tasks. In recent years, moreover, the trend of managers being younger has drawn attention gradually from the leadership. For outstanding professionals, the company also engages in regular project promotion to heighten the morale of the entire staff.

The Retention of Capable Staff

Safeguard and stable working conditions: The staffing philosophy of Cheng Loong's founders was influenced by Japanese management culture, placing much emphasis to the home economic life of staff, so the earlier salary standard of Cheng Loong Corp appealed a great deal at home, as did peak-time TSMC. Consequently, such safeguarded and stable working conditions work well for retaining important personnel.
Competitive salary standard: It is almost the universal administrative practice for leading manufacturers to implement the competitive strategy of high-quality products at a low cost in mark-post enterprises in Taiwan - a method that has also been adopted by our own company. At the same time, the annual pay system has achieved maximum benefits in stabilizing the labor force as a result of the profound influence of earlier Japanese staffing philosophy on the leadership. Encouraged by high reward, staff of the company correspondingly invest as much effort as they can, enhancing corporate productivity (No.1 annual average per capita turnover in the paper manufacturing industry).
Plentiful, characteristic welfare system: The welfare system mainly covers a large number of education scholarships for children, medical assistance for dependents, major disease aid, emergency aid, domestic/overseas tours, and much advanced employee stock ownership plan (ESOP) assistance, which is of tangible benefit to enhancing the desire of staff to work.

Strong intention of management team
Creating Value: