HUMAN RESOURCE MANAGEMENT

PROJECT ON INTEL

INTERNAL COMPONENT - 2

DONE BY
TANAY RISHU
1st year
Sec-D
CONTENTS

Introduction
Human Resource Policies of Intel
 Code Principles
 Asking questions and Reporting Concerns
 Conducting Business with Honesty and Integrity
 Treat each other Fairly
 Open and Honest Communication
 Equal Employment Opportunities and non discrimination
 Anti Harassment
 Safety
 The company Values
 Maintaining Information Security
 Bonding Leave for new Children
HRM Functions of Intel
 Human Resource Planning
 Selection
 Hiring Process
 Talent Management
 Employee Training and Development
 Employee Motivation
 Employee Retention
 Benefits at Intel
Best Human Resource Practices at Intel
 The People Strategy
 Financial and Operational Functions
 Making Sex Transition a Partnership
 What Intel does to create a great place to work for its employees?
Bibliography
INTRODUCTION

Intel Corporation (better known as Intel, stylized as intel) is an

American multinational technology company headquartered in Santa Clara, California.
Intel is one of the world's largest and highest valued semiconductor chip makers,
based on revenue. It is the inventor of the x86 series of microprocessors, the
processors found in most personal computers. Intel supplies processors forcomputer
system manufacturers such as Apple, Lenovo, HP and Dell. Intel also
makes motherboard chipsets, network interface controllers and integrated
circuits, flash memory, graphics chips, embedded processors and other devices related
to communications and computing.
History
Intel Corporation was founded on July 18, 1968, by semiconductor pioneers Robert
Noyce andGordon Moore and widely associated with the executive leadership and
vision of Andrew Grove, Intel combines advanced chip design capability with a
leading-edge manufacturing capability.
Intel was an early developer of SRAM and DRAM memory chips, which represented
the majority of its business until 1981.
Although Intel created the world's first commercial microprocessor chip in 1971, it
was not until the success of the personal computer (PC) that this became its primary
business. During the 1990s, Intel invested heavily in new microprocessor designs
fostering the rapid growth of the computer industry. During this period Intel became
the dominant supplier of microprocessors for PCs, and was known for aggressive and
anti-competitive tactics in defense of its market position, particularly
against Advanced Micro Devices (AMD), as well as a struggle with Microsoft for
control over the direction of the PC industry.

Intel was ranked #56 on the 2015 rankings of the world's most valuable brands
published by Millward Brown Optimor.
The Open Source Technology Center at Intel hosts PowerTOP and LatencyTOP, and
supports other open-source projects such asWayland, Intel Array Building
Blocks, Threading Building
The name "Intel" was conceived as portmanteau of the words integrated
and electronics. The fact that "intel" is the term for intelligence information also made
the name appropriate.

HUMAN RESOURCE POLICIES of INTEL

Human resource policies are formal rules and procedures that dictate how certain
matters should be addressed in the workplace, including employee rights and duties.
HR policies are tied to employment law. To avoid non-compliance and penalties from
the government, employers must adhere to HR policies. Employees must play their
part by complying with the human resource policies that relate to them.
Intel, the world's largest micro processor company, has once again found a place in
Fortune's list of best places to work for and most admired companies. The undisputed
leader in the micro processor industry, Intel's goal is to frame HR (human resource)
polices that make it easier for people to manage effectively their personal and work
lives. The company believes in providing the best of amenities and opportunities for
its employees. Famous for its "paranoid" work culture, Intel's business model
emphases consistent product innovation. Employees are judged on performance,
teamwork and making the company a great place to work

Intel strives to attract and retain the best talent available by providing an environment
in which people of diverse backgrounds are valued and rewarded, leading to
innovation and high levels of fulfillment and productivity.

Since the company began, uncompromising integrity and professionalism have been
the cornerstones of Intel's business. In all that they have done, Intel supports and
upholds a set of core values and principles. Their future growth depends on each of
the employees understanding these values and principles and continuously
demonstrating the uncompromising integrity that is the foundation of the company.
Intel sets the standard for how the management and those under them work together to
develop and deliver product, how they protect the value of Intel and its subsidiaries
(collectively known as ‘Intel’), and how they work with customers, suppliers,
distributors and others. In short, for the smooth employee and workplace environment
Intel has laid out a code of conduct which the employees are expected to follow and
abide.

Code Principles

The Code affirms Intel’s five principles of conduct:

 Conduct business with honesty and integrity: Conduct business with

uncompromising integrity and professionalism, demonstrating honesty and high
ethical standards in all business dealings and treating customers,
suppliers,distributors, and others with fairness, honesty and respect.
 Follow the letter and spirit of the law: Ensure that business decisions comply with
all applicable laws and regulations of the many countries in which Intel does
business.
 Treat each other fairly: Work as a team with respect and trust for each other.
 Act in the best interests of Intel and avoid conflicts of interest. Avoid situations
where our personal or family interests interfere — or even appear to
interfere—with our ability to make sound business decisions in the best interest
of Intel.
 Protect the company’s assets and reputation: Protect the value of Intel’s assets,
including physical assets, intellectual property, confidential and proprietary
 information, Intel brands, and its name and reputation as well as the
confidentiality of information of our customers, suppliers and employees.

Asking Questions and Reporting Concerns

To help the company conduct business with uncompromising integrity and

professionalism, every employee has an obligation to report possible violations of the
law, the Code, and other company guidelines. Managers and employees who learn of
a possible violation of law, regulation, or Intel legal policy must immediately report
that concern to Legal, HR Legal, or Internal Audit.
Ways to Seek Guidance and Report Concerns
Employees are given full freedom to keep their concerns. There are many ways to ask
questions about the Code or report concerns:
In accordance with Intel’s Open Door Guideline, the employees can ask questions and
report concerns with any manager, such as the direct manager, a department head, a
division general manager, or another manager up to and including the Executive
Office.
They can also ask questions or report concerns with internal groups who specialize in
handling such issues, including Human Resources, HR Legal, Internal Audit, Legal,
Corporate Security, or Information Security; they can also email their question to
ask.ethics@intel.com; and can report an ethics or compliance concern online or by
phone through the Intel Ethics and Compliance Reporting Portal, which is hosted by a
third party and allows anonymous reporting where permitted by law.
All employees of Intel and its subsidiaries are required to cooperate fully with internal
investigations and employees who fail to do so are subject to disciplinary action up to
and including termination of employment, in accordance with applicable local laws.
For investigations into alleged violations of the National Labor Relations Act, an
employee’s participation is voluntary.
Employees are strongly encouraged to provide honest, truthful and complete
information in any internal investigation.
Non-Retaliation Policy
Intel does not tolerate retaliation against anyone who in good faith reports possible
violations of law, the Code, or other company policies or procedures, questions
on-going or proposed conduct, or participates in an internal investigation. Employees
who retaliate or attempt to retaliate are subject to discipline up to and including
termination. Employees who believe they have experienced retaliation should contact
HR Legal immediately
Conduct Business with Honesty and Integrity

One of Intel’s core values is to conduct business with uncompromising integrity and
professionalism. They put this value into practice by:
 Communicating clearly, respectfully, and professionally in business.
 Treating customers, suppliers, distributors, and others fairly.
 Acting as a responsible corporate citizen, respecting human rights, and managing
the impact of our business on the world around us, and
 Keeping accurate financial and other books and records.

Communicating Clearly and Professionally in Business

Intel values clear, accurate, respectful and professional communication in all of the
business interactions. Ambiguous and unprofessional communications –whether oral
or written – can harm Intel. Even well-intentioned communications can be
misinterpreted. Examples of communications include email, presentation materials,
voicemails, text messages, and instant messaging, as well as content in social media
and websites.

Treat Each Other Fairly

One of Intel’s core values is to work as a team with respect and trust for each other.
They strive to uphold open and honest communication and to protect employees from
discrimination, harassment, or unsafe practices.

Open and Honest Communication

Intel values the free flow of thoughts, ideas, questions, and concerns. They encourage
employees to raise work-related issues or concerns through our established processes
as soon as issues or concerns arise.
They do not tolerate any retaliation against employees for asking questions or
making good faith reports of possible violations of law, the Code, or other
guidelines.

Equal Employment Opportunities and non discrimination

Intel values diversity in the workforce, as well as in their customers, suppliers, and
others.They provide equal employment opportunity for all applicants and
employees.They do not discriminate on the basis of race, color, religion, sex, national
origin, ancestry, age, disability, medical condition, genetic information, military and
veteran status, marital status, pregnancy, gender, gender expression, gender identity,
sexual orientation, or any other characteristic protected by local law, regulation, or
ordinance. They also make reasonable accommodations for disabled employees and
applicants, as required by law.
They follow these principles in all areas of employment including recruitment, hiring,
training, promotion, compensation, benefits, transfer, and social and recreational
programs.

Anti-Harassment

Intel is committed to providing a workplace free of harassment based on personal

characteristics such as race, color, religion, sex, national origin, ancestry, age,
disability, medical condition, genetic information, military and veteran status, marital
status, pregnancy, gender, gender expression, gender identity, sexual orientation, or
any other characteristic protected by local law, regulation, or ordinance.Intel strongly
disapproves of and does not tolerate harassment of employees by managers or
co-workers. They must treat coworkers, customers, and suppliers with dignity and
respect.

Safety

Intel is committed to providing a safe workplace for employees, customers, vendors,

contractors, and others on Intel property.
They comply with the safety laws, standards and guidelines that apply to their
business. Sound safety practices are important in all of the workplaces.To protect the
employees, the public, and our communities, Intel conducts no activity without the
proper safety precautions and produce no product without the proper safeguards.They
believe workplace injuries and illnesses are preventable. The employees must not
begin or continue any work activity contrary to safety requirements.

The company values:

A) Customer Orientation B) Risk Taking

We Strive To: We Strive To:
 Listen and respond to our customers,  Foster innovation and creative
suppliers and stakeholders thinking
 Clearly communicate mutual  Embrace change and challenge the
intentions and expectations status quo.
 Deliver innovative and competitive  Listen to all ideas and viewpoints
products and services  Learn from our successes and
 Make it easy to work with us Mistakes
 Excel at customer satisfaction  Encourage and reward informed risk
Taking
C) Discipline  Manage performance fairly and
We Strive To: firmly
 Conduct business with  Be an asset to our communities
uncompromising integrity and Worldwide
Professional
 Ensure a safe, clean and injury-free E) Quality
Workplace We Strive To:
 Make and meet commitments  Achieve the highest standards of
 Properly plan, fund and staff project excellence
 Do the right things right
 Continuously learn, develop and
D) Great Place to Work improve
We Strive To:  Take pride in our work
 Be open and direct
 Promote a challenging work F) Results Orientation
environment that develops our We Strive To:
diverse Workforce  Set challenging and competitive
 Work as a team with respect and goals
trust for each other  Focus on output
 Win and have fun  Assume responsibility
 Recognize and reward  Constructively confront and solve
accomplishments problems
 Execute flawlessly

Maintaining Information Security

Proprietary information is another valuable company asset and includes internal and
external communication; digital information stored on laptops, handhelds, wearables,
desktops, servers, backups, and portable storage devices; and hard copy documents,
verbal discussions, and interactions via social media channels.
Intel takes personal responsibility to safeguard both Intel owned and third-party
owned proprietary and confidential information from unauthorized disclosure,
changes, or loss. The employees must comply with all company security policies and
procedures for handling information assets and systems to ensure that it meets legal
obligations, protect our reputation, and protect Intel’s investment in proprietary
information.

Bonding Leave for new children

Intel has started a new concept where mothers and fathers will be granted a paid time
off for parental duties known as “bonding leave” to its male and female employees
who have new children.
New moms and dads can now enjoy eight weeks of paid time off with their family.
This is in addition to the existing pregnancy leave program that allows new moms
fully paid time off generally for up to 13 weeks.
The bonding leave can be taken any time within 12 months of a child’s birth, adoption
or foster care placement, according to the company, which emphasized that it’s trying
to do more to attract and retain talented workers.

HRM FUNCTIONS of INTEL

Embracing a product-driven strategic plan like Intel has calls for a shake up in the
way the company products as well as how innovations are made. Additionally, the IT
environment of the company has accelerating cycles of business with teams being
spread in different geographical location. This means that collaboration and faultless
connectivity must exist within the organizational employees.

Human resource planning

Eighty percent of Intel’s positions are technical, and the majority of those require a
degree. Their highest volume hiring comes from electrical engineering, computer
science, computer engineering, physics, material science, and chemical engineering
[backgrounds]. They also look for talent in all areas including marketing, finance, and
business.
In the U.S., Intel hires approximately 8,000 to 10,000 new employees per year. Of
that, about 1,600 are interns and 1,300 are new college graduates.
The aspiring interns must be enrolled in a degree program from an accredited
university to be considered for an internship. In general, internships are three to five
months, although some can go a year. They are intended to be specific work projects
that help interns learn about the company, group, and their specific area of focus as it
aligns to the degree and discipline they are pursuing.
This helps Intel easily get the bulk of its task force and after all Intel is the leading
chip manufacturer.

Recruitment

Intel attends many technical and industry conferences, such as the Consumer
Electronics Show, High Performance Computing, and SIGGRAPH, among others,
where it meets talent in both a formal and informal recruiting atmosphere. They attend
national conferences put on by groups such as Society of Women Engineers, Grace
Hopper Institute, National Society of Black Engineers, and National Society of
Hispanic Professionals. They also have a very strong employee referral program that
provides financial incentives to Intel employees to help attract great talent.

Intel also recruits candidates from more than 250 universities in the United States and
many top universities across different countries. They visit in the spring and fall to
conduct a range of activities that include career fairs, informational sessions, technical
talks, and sponsored events. They also meet with deans, professors, and school
administration to discuss additional opportunities for partnership. Additionally, all of
the jobs Intel hires for are posted at Intel.com. It encourages people to review the
positions, set up a profile, and apply for any jobs that match their qualifications and
interests.

Like any tech company, Intel must keep up with constantly changing technology. That
means workers are asked to perform at a high level, but the company also gives a lot
back to its workers. Perks include company stock and profit-sharing plans for all
employees, an option for recent college graduates to refinance their loans with SoFi at
a lower interest rate, and fully paid sabbaticals — four weeks off every four years,
and eight weeks off every seven. They also encourage volunteer work and match
hours spent giving back with financial contributions to local charities.

Selection
Intel looks for candidates with strong problem-solving and communication skills,
resilience, and risk takers. It's important for candidates to be able to articulate an idea
and demonstrate passion about the subject matter they are discussing. So much of
what Intel does requires the employees to be technically smart while at the same time
having the ability to get their team's support for the design or idea they want to
implement.
Intel’s primary locations in the U.S. are in Santa Clara and Folsom, California;
Hillsboro, Oregon; Chandler, Arizona; and Austin, Texas. They also offer relocation
assistance for new hires.

Hiring Process

Applying for a job

To be considered for a position at Intel, the individual must submit their resume/C.V.
electronically using their web-based tools.
Intel’s applicant tools provides the aspirants with key explanations and instructions
right on each page so they can more accurately and effectively create their profile or
search for and apply for jobs.
They will be asked several prescreening questions to better match their skills and
experience to open positions.
If they are applying for a specific job, the questions asked will be relevant to that
position. Otherwise, the questions will be more general in nature.
The Interview Process
An Intel representative will contact the most qualified candidates and invite them to
an interview. The interview may be over the phone, internet, or in person.
Intel uses behavioral-based and technical interviews to get to know the individuals.
What makes you passionate?
What have you accomplished so far?
Intel believes in two-way dialogue, so individuals must be prepared to ask questions
as well!
Intel also provides Interview tips to stand out from the crowd on its website. After
their interview, Intel will contact the with the results. Because the follow-up timing
can vary, Intel suggests that you clarify the timeline during the interview.
If selected for a position, an Intel representative will contact to discuss the terms of
the offer and start date. Intel will also provide documentation containing complete job
offer details.
Intel also contacts candidates that it interviewed, but did not select, to inform them
that the position has been filled.

Talent Management

Intel company has been practicing into placing the old employees into new jobs and
increasing the employees with about 20, 000 new faces as a way of encouraging the
launch of new products. Most of the employees are highly specialized in dozens of
fields including the doctors, software developers, engineers, marketers, and other
managers. Market specialist analyze the competitive nature of the market environment
and report to the management who assign duties and responsibilities to core teams,
subject matter experts and the decision makers.

Employee Training and Development

Enriching the careers of Intel’s IT employees helps them make greater contributions
to Intel IT and Intel’s business growth while helping IT retain talent. In 2010, Intel
invested more than USD 4 million in IT training. Other key initiatives included
workshops, rotations, and mentorships.
Ninety-five percent of all IT employees have taken a career development workshop,
which provides them with skills, tools, and a framework for career building at Intel.
Intel’s job rotation program enables employees to move between different IT
functions and groups, providing valuable broad experience and facilitating career
development opportunities. Participation in our mentoring program, which has
matched 853 employees with senior IT leaders, increased by more than 30 percent in
2010. Each year, Intel hosts a global technical leadership conference that enables IT
employees to share ideas from hundreds of technical papers and establish
cross-organizational relationships; in 2010, about 500 employees attended.
Employee Motivation

To recognize the contribution of its employees, the company has a reward and
recognition strategy which as a way of employees motivation and performance
improvement. As a way of motivating its employees, Intel Company includes both
monetary and non-monetary rewards. With the monetary awards, the employees are
motivated to perform even better in their duties. The non-monetary awards like
informal or formal acknowledgement of employees or more enjoyable duties are
provided as a way of building up the confidence and satisfaction feelings of the
employees. Additionally, non-monetary awards to employees promote employees
retention.

Employee Retention

To a competitive company like the Intel company, retaining employees is as

important as ensuring a given product is sustained. Product-driven strategic plan calls
for expertise in innovations of the existing products to advance them as well as
inventions and new creative ideas. Having such employees within the work force is
one thing but retaining them is another. As a way of retaining their competitive
advantages, employees within Intel Company are rewarded to ensure expertise is not
lost to other competitors like Texas instruments, or HP.
The reward system in Intel, whose aim is to achieve product differentiation also
promote innovations and creativity as a way of providing unique products and
services. This way, the all level managers identify the work of the employees under
their docket recognize their efforts informally by showing regular appreciations as a
way of encouraging a given code of conduct in an employee. Finally, the company
can then formally recognize the individual by awarding certificates, vacations,
training or even promotions. This is effective since like is the case, the former CEO of
Intel was himself a former employee of the company, Otellini. Though he holds no
degree in engineering, he took over from his predecessor Barret who was an engineer.
The company had really done well with the new CEO then, despite all odds.

Benefits at Intel

More Than a Paycheck

Intel's competitive pay, stock, and bonus programs are designed to reward the
employees' amazing work. Intel offers a wide range of programs to help the
employees protect their assets and invest for the future—from discounted stock
purchase and retirement/profit sharing, to annual and quarterly bonuses.

Career Growth That Matters

Wherever the employees are in their career, Intel encourages the employees to
continue their professional development, both inside and outside of Intel, to attain
their career best. Intel offers many choices such as career advisors, mentors,
networking events, workshops, tuition assistance, certifications, internal development
opportunities, and more.
Health and Wellness
Intel's vision is to have the healthiest workforce on the planet; and to make that a
reality, it offers highly competitive health and wellness programs that fit the needs of
its global employees and their families. Examples include innovative health coverage,
on site health and fitness centers, wellness programs, nutritious food options, and
local community events that support a healthy lifestyle.

Great Place to Work

Intel is well aware of the need for taking time to recharge. Intel provides benefits that
support a healthy work-life balance—so the employees can enjoy time-off and come
back refreshed. Its workplace atmosphere itself is very delightful.

Family
Family friendly programs like adoption assistance, childcare, education benefits,
fertility benefits, and parental leaves are a few of the many offerings available to
working parents.

Time-off
In addition to annual vacation and paid holidays, Intel offers flexible work
arrangements, paid and unpaid leave programs, and in some countries, paid
sabbaticals.

Life beyond work

The employees enjoy many opportunities to have fun and build community alongside
their Intel peers. They offer perks that span outside the traditional definition of
benefits; i.e. on-site conveniences, ticket giveaways for local sporting/cultural events,
travel perks, discounted shopping programs, and much more.

BEST HUMAN RESOURCE PRACTICES at INTEL

The People Strategy

One of the Human resource strategy applied in Intel is the HR people strategy. The
human resource management strategy has shifted to hiring professionals with cross
sectional skills. These teams then work in collaboration to come up with compelling
products that are inline with the product driven strategic plan process. Additionally,
business units have been established for each product area with the inclusion of the
mobility and digital health units. All the units have received processor experts or IT
managements for the sake of sustaining the Intel IT strategy.For instance, as a way of
producing the digital health technologies, the company employs professional doctors
who work closely with other ethnographers to come up with digital health
technologies that would be of great assistance to the elderly or persons with
Alzheimer’s.
With the people strategy, the company carefully correlates the human resource
policies to achieve the Intel IT strategy in several ways. First, a team of professionals
within the IT department consisting of engineers, architects and business analysts
within the company keeps a close eye on the implementation and achievements of the
strategic plan. This is done by analyzing the gaps with the within the strategic plan
and makes recommendations necessary to implement the change. Such
recommendations must reflect the broad range of functions within the Intel Company

After the analysis and the recommendations, the next thing is to keep the employees
updated on the new strategic plan approach. The employees are then assessed on how
much of the organization direction they understand for the sake of training. In this
instance, all levels of the organization embrace the communication of the strategic
plan. In this way, the understanding and support of the strategic plan is made possible
for the personnel.

One of the approach adapted for such communications included the IT employee
communication with which exposure of employees to the product driven strategic
plan would be maximized. In this approach, managers provide briefings to the
employee. They also provide employees with presentations, video casts and articles
through which the employees get a clear and bigger picture of the composites of the
revised strategic plan.

Such communications at all levels of the company organizations are best in promoting
the awareness and knowledge of the strategic plan to the employees as well as
encouraging support for the same. In many cases, the communication of the strategic
plan has led to revitalized energy among the groups where many also express interest
to be involved in developing the next strategic plan.

Financial and Operational Management

Clearly quantifying and communicating the business value of IT initiatives are key
requirements for becoming a trusted partner to Intel business groups. Intel has
implemented a new financial management process that includes a prioritized list of
every major IT project, describing the business benefit, projected cost, risks, and the
metrics used to determine success. This provides a consistent reference framework
and a baseline we can use to demonstrate business value, plan budgets, and track
performance.
Developing and integrating this process has been challenging for Intel, but it is
delivering significant benefits. Intel has moved resources from lower-value to
higher-value projects, resulting in greater business value to Intel while containing
overall cost. This supports our goal of shifting more of our budget from projects that
keep the business running to projects that help propel the growth of Intel’s existing
businesses or expansion into new markets.

Making Sex Transition a Partnership

An employee’s transition from one sex to another is a process that can take years and
that can affect the employee’s co-workers. To ensure that there is as little disruption
in the workplace as possible and to help the transitioning worker, HR should partner
with the employee in terms of strategy, support and communications.
At Intel, there is a single point of contact for an employee who is transitioning to help
him or her through the many changes that must take place at work.
Typically, the first step is the employee communicating with or being referred to HR.
A transitioning employee who has reached this stage is often ready to start presenting
himself or herself in the new gender. HR may need to slow the person down so that he
or she isn’t rushing to inform colleagues who may not welcome the news or may even
be hostile about it.

 Communicating Strategy : HR should schedule planning meetings with the

employee to establish timelines, including when the employee plans on
communicating his or her intent to transition to co-workers. The immediate
workgroup will need to be informed, but when and by whom? Also, how far up
the management chain does the transition need to be communicated?

Examples:
 In one instance, a transitioning employee did not want to be present when HR and
the manager made the announcement, so that co-workers would feel freer to raise
any concerns they might have.
 In another situation, the transitioning employee wanted to be present with HR so
the worker could personally express an openness to answering colleagues’
questions.
 Once, an employee transitioning from female to male wanted to send out an
e-mail with a lot of personal information about his experiences growing up with
gender dysphoria and how he was on the brink of suicide in his early 20s. He
believed strongly that sharing his personal story would help others understand his
decision and be less judgmental.HR helped the employee consider confidentiality
requirements and the possible effects of sending the message. There was a lot of
medical information in the proposed e-mail, as well as highly personal
information, that co-workers might not have been comfortable hearing.
 In one instance during a transition, a co-worker said she supported the employee
but felt that too much information had been shared. Striking the right balance
between sharing too much and too little is important.

 Keeping Track of Details : Then there are the more-administrative responsibilities

that must be attended to from an HR perspective. Name changes should be made
in human resource information systems, e-mail systems, benefits information and
archived documentation, such as performance reviews, as well as on company
badges.
 Responding to Employee Complaints : A significant challenge in the workplace
involves how to handle transitioning employees’ use of restrooms. Intel takes the
stance that employees may use the restroom of the gender they identify with.

But at least in one case, some workers urged HR to send out e-mail notifications
regarding a transitioning employee’s use of a ladies’ room. HR refused because doing
so would inform more people than needed to know about the transition.
Sometimes co-workers complain that they cannot work with a transitioning employee
because it would conflict with their religious beliefs. These employees are informed
that Intel:
Is not asking the co-worker to change his or her beliefs and respects diversity across
the board.
Is not asking the co-worker to advocate for the change the employee is making.
Requires only that co-workers comply with Intel’s guidelines in treating all
employees with professionalism and respect.

What Intel does to create a great place to work for its

employees?

From 1998 through 2004, Intel repeatedly appeared on the Fortune 100 Best
Companies to Work for List.
But for the next five years—a time marked by industry turbulence—Intel made its
way onto the list just once.
Intel fought its way back, reappearing annually since 2010—and rising in the ranks
every year.
What had changed?
In the following, Intel’s new approach is stated and explained:
 Improved life for employees and showed why they are the heart of its success
 Improved the transparency and frequency of senior leader communications
 Made new hires feel like the most important employees in the world
 Boosted the buzz for programs and benefits the company offers
 Used social media to connect employees to each other and to the company
 Intel encourages its 100,000 employees spread out over 63 countries to get fun
versions of the company message out to their coworkers. A group of employees
in India wrote a song about the company's code of conduct.
 Employees whose kids have received scholarships from Intel are encouraged to
share their stories.
 The semiconductor chip maker’s communicators aim to make their own stories
more fun, too, with photo collages and infographics.
 A big element of staying on the list is trust among employees and leaders. They
also identified the company's "rock star" executive, Chairman Andy Bryant, and
put him at the forefront of employee communications.
 Intel used closed-door, small-group sessions with senior leaders in which
employees from different work sites could sit down and talk. No phones or
laptops were allowed.
 Intel’s intranet, Circuit, which has a social platform called Planet Blue is the next
big thing for the employees.Here employees can "ask a geek" anything that's on
their mind. Employees in factories—about 40 percent of Intel's workforce—have
access through their mobile phones, given that they're not in front of computer
terminals during the day.
 "Go My Ben," which enables employees to find information about their health
benefits and enroll when the time comes.
 Another forum called Every Coin Counts asked employees for ways to save
money during tight times.
 Intel rewards employees in ways big and small. The small stuff includes free fruit
and drinks every day. Larger rewards include free movie tickets, health and
wellness checks, free tutoring, scholarships, and more.
 Employees are open to use tele-presence technology in meeting rooms to catch up
with their families after work. Employees coming to their first day of work get
the celebrity treatment: a red-carpet entrance, greeters in the lobby, banners
welcoming them. Farmers markets come and set up in parking lots.
 The company makes a big effort to let employees know just what rewards they're
getting. Intel's pay, stock, and benefits rival those at companies such as Google,
but it hadn't been as well publicized.
 Intel communicated about its perks—and rewrote articles in plain English so
everyone understood.
 Communicators also began facilitating lots of face-to-face gatherings.

BIBLIOGRAPHY

1. www.intel.com
2. www.intel.in
3. www.wikipedia.com
4. www.forbes.com
5. www.ragantraining.com
6. www.shrm.com
7. www.cosmopolitan.com

THANK YOU !