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Every few years, Intel conducts a Global Employee Survey
(GES) to gather input from employees around the world on
a variety of issues, including Intel's culture, values, management,
leadership, performance and work environment.
The survey aligns directly with Intel's Great Place to Work
value and provides vital insight that is used in executive-level
strategic planning sessions. We conducted our most recent GES
in April 2003. A random sample of 23,236 employees around
the world received the survey. We received a 54% response
rate (exceeding our goal of 50%) from all major business groups
and geographies. Those who replied were thorough in their
input, providing, for example, more than 20,000 comments
about what Intel is doing well and what we can do better.
The Findings
Once the results were in, our Human Resources Research
group worked with internal and external consultants, as well
as the Corporate Leadership Council, to wade through the
mass of data and identify key findings. Then they compared
the GES results to external benchmarks, as well as internal
data regarding how scores have changed historically and how
different business groups and geographies scored.
Intel scored well in several areas, notably:
Satisfaction with the Intel brand.
Communicating with employees.
Helping employees understand corporate priorities.
Ethics of senior managers and executives.
We saw a marked improvement in employee satisfaction
with work/life balance programs and work/life flexibility. This
feedback is highly significant, since the 2000 GES identified
this as an area needing improvement, and one that our
Work/Life Effectiveness team has worked hard to address.
GES data told us that we also need to work on:
Ensuring that risk taking is truly valued and rewarded.
Setting and clarifying performance expectations.
Ensuring that employees have, and exercise, opportunities
for upward communication and dialogue.
The Future
Intel uses the GES data to monitor where we are with our culture
and values, and to inform Strategic Long-Range Planning
discussions with Intel executives. In 2003, Patty Murray, our
Senior Vice President of Human Resources, used GES employee
feedback on our culture and values to brief our executive staff
before developing strategic plans.
Several decisions have resulted, especially relating to the
issues of management development and strengthening Intel's
high-performance culture. Based on these discussions, management
development and manager quality will be important
focus areas in 2004.
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"I feel that Intel is committed to the overall well-being of its employees.
This survey is evidence of this."
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"Intel has created an open work environment where it is possible for
a person—regardless of race, creed, etc.—to progress through the
organization and achieve their career goals."
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"I highly value and appreciate the flexibility allowed for me to work 32
hours and pick up kids every day from school. I have the freedom to
work at my own pace and schedule as long as deliverables are met."
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"I think it is ridiculous to restrict telecommuting to a max of two
days a week. Most of us are more productive at home and need
that benefit for work/life balance."
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"Despite tough market conditions, Intel's actions to avoid massive
layoffs are commendable. I feel that management is communicating
openly and honestly the situation that Intel faces."
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"I sometimes feel pressure to sacrifice health and family for
'the project.' Subtle but present."
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"Business communication needs to be improved, especially concerning
employment, changes to business structure/org charts and pay."
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"Give better working options for mothers with small children."
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"The senior management has very good vision for the company. They
invest constantly in the future.a great track record of doing honest
business. I really appreciate [Craig] Barrett's leadership. He is always
so positive in everything he says and his approach to challenges.
He has been a great leader in good times and not so good [times]."
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"My bottom-line take on Intel is that our company's heart is in the
right place—people. We always try to do the right thing, whether it
is diversity, flex time, helping the community or business ethics."
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"U.S. folks need to realize that people in other geos do too many
midnight phone calls—it's time to share the pain."
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