Austrian Research and Technology Report 2020

116
Austrian Research and Technology Report 2020
 
Indicator 3: Human resources and qualifications
Qualifications level
Headcount
m
f
Full time 
equivalents, 
rounded
m
f
Dr
62
48
14
58
46
12
DI and Mag/MSc
54
42
12
51
37
14
BA/BSc
15
11
4
14
10
4
No academic title
15
9
6
13
8
5
Doctorate candidates (current thesis project)
21
19
2
of which employed at SAL
10
9
1
of which in a structured training programme (doctoral schools, etc.)
11
10
1
Ratio of completed to current theses
2:19
Source: SAL.
Special measures
Areas of core competence required at the company now and in the future are derived from a comprehen-
sive overview of the existing technical and social competences of the employees. A staff development 
plan defines which competences are built up internally, which are retained, which are no longer needed, 
and which should be procured externally. Binding goals, measures and resources are defined as a result. 
The staff development concept accordingly contains statements about fields of learning, forms of learning 
and learning goals (knowledge management per strategic business area, customer category, etc.), know-
how transfer, ways of assessing existing potential and needs, instruments and methods of qualification, 
systems for monitoring success. The needs of the employees are taken into account in the planning of 
staff development activities. This concerns in particular the career goals, perspectives, talents, preferenc-
es and personal aspects of the employees. 
Employees at Silicon Austria Labs (SAL) are actively involved in their professional development. The 
focus lies on career planning and advising as well as consistent employee development. Employees are 
supported by management and the HR department with suitable training offerings and development per-
spectives. In all activities, Silicon Austria Labs (SAL) places great value on a systematic and objective 
measurement of success. This is also the basis for the optimisation and correction of staff development 
measures and for keeping the current needs of employees and the company in mind. 
It is equally important to promote and develop both technical and social competences in a balanced 
way, especially among managers. In the case of managers, the focus must lie not only on social compe-
tences but also an understanding of personal development, communication skills and a partnership-based 
management style. Professional evaluation of training and education is therefore an important instrument 
for evaluating the quality and success of the measures. Cost controlling and the evaluation of learning 
success and final results must be based on informative data from the evaluation of staff development 
measures within a systematic and holistic perspective, together with broad-based success assessment 
and cost-benefit analysis. 
Key figures are tracked to demonstrate legal compliance and continuous improvement of company and 
department results. This includes tracking staff fluctuation and the ratio of applicants to hires.

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