Best Companies To Work For 2011: Peer recognition, thank you bonus are second skin to an Intel employee
An interview at Intel is similar to the hunt for the oracle in the film Matrix. “There are no right or wrong answers in our interviews, it depends on the situation,” R Anish, HR Director of South Asia, Intel, says. Instead of facing a volley of questions meant to test skills, at Intel, the interviewee is given case studies. He is gauged on how he would react to that situation. “If his reaction to a case regarding integrity is ever so slightly unsure, the red alert is flagged,” Anish emphasizes. A foot inside Intel is not the result of mastery over the art of making motherboards. Adaptability, openness and an ability to speak in acronyms is a must.
The dominant gene that runs through Intel is to prove founder Gordon Moore’s code right every time. ‘The number of transistors incorporated in a chip will approximately double every 24 months’ was his tenet and at the company, it’s followed to the ‘T’ allowing it to steer ahead of the competition. But that never deterred Intellites from enrolling in the cooking class or making their own vegetable patch in office.
At every stage, there are focus group discussions. For managers, there is ‘Anubhava’, a programme where they share their ‘Best Known Methods’ every quarter. Then there is CAIR (Careers At Intel Realised), where employees are provided with resources, tools and support to work on areas they are passionate about. Some, for instance, are seen solving math problems on online tutorials for their colleagues’ children.
Use of acronyms profusely needs getting used to. For the uninitiated, ‘AR’ means action required, ‘IA’ stands for Intel architecture or ‘CAP’ for corrective action plan. These letters are strung together and hurled around the corridors.
At Intel, one does not have to add to the coffers to get appreciation. A ‘well-done mail’ from the global head had been once sent to a worker for helping a newbie settle in with her new BlackBerry. She mentioned how smooth the first few days were with her phone and soon enough, the staff member had a mail from the CEO in his inbox. Peer recognition, contribution reward when one completes a stipulated period and thank you bonus are second skin to any Intellite.
During the slowdown, Intel gave a cheque of $1,000 to every employee. “Getting the right talent on board who want to hone their technological and leadership skills instead of changing jobs, is a task,” says Praveen Vishakantaiah.