Headquarters: Santa Clara, California
Year Founded: 1968
Intel, with its rich history of innovation, is setting the pace for industry-leading technology innovations in a variety of segments – our solutions span well beyond PCs and servers, enabling customers to solve challenges across cloud, AI, 5G network transformation, autonomous driving, and the intelligent edge.. We are redoubling our focus on manufacturing and investing in hiring a highly skilled, diverse, and talented workforce, to enable our evolution to the next generation of technological advances.
The demand for technical and diverse talent hiring has almost doubled since 2020 and continues to grow. As a solution, Intel GAR HR looked beyond textbook formulae for talent attraction and leaned in more extensively on evolving virtual platforms. Collaboration with the local ecosystem, including but not limited to government bodies, local universities and high schools, was key to develop and nurture the talent pipeline. The team implemented strategic talent attraction plans such as targeted social media campaigns, leadership and employee advocacy to enhance our social media presence. We believe that telling employee stories is important as it highlights authentic employee experience that truly reflects Intel as an employer of choice.
Intel’s HR team in the greater Asia region (GAR) has incubated innovations which are being scaled globally, contributing to the company’s cultural transformation, inclusion and sustainability goals. The GAR HR team leveraged social network analysis that enabled them to identify key influencers of change internally, improve social network density and spearhead change management interventions. The team role models data-driven decision making and created dashboards to track diversity goals and to inform talent investment decisions in the region. These dashboards presented intelligence on talent availability, ecosystem and industry trends, labour costs, government policies and geo-political environment, to enable business leaders to use real-time data points in their regional strategic decision making.
The team also launched the global pilot for its Future of the Workplace programme in the Chengdu factory, which categorised factory employees into onsite, hybrid and fully remote based on the nature of their work and role scope. The initiative resulted in positive employee morale, efficiency due to savings in commute time, and zero impact on factory deliverables. To drive learning during the pandemic, the team redesigned learning initiatives to shift away from classroom methods. Learning sessions led by senior leaders, focused on value-based role modelling, networking for success and developing skills needed during uncertain times. Various methods of learner engagement, including TikTok, podcasts and live streaming apps, were employed to improve interaction and boost employee participation levels.
Intel GAR HR continues to drive innovation in the space of talent attraction, employee engagement, culture transformation and business development. The team firmly believes in enhancing employee value proposition by placing employee wellbeing at the centre of all its initiatives especially amidst the ongoing pandemic. The team strives to scale its innovations across the globe with the vision of GAR 2 the World (G2W).
Intel GAR Human Resources
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