What is Intel's talent management like?

As long as people who touch computers, I'm afraid there is no one who doesn't know Intel. Intel is where it is today, not only because of its advanced technology, but also because of its unique talent management.

Intel's business scope is more and more extensive, not only limited to chips, but also includes a lot of investment in advertising, communication, Internet and so on. So we need a lot of talents. From past experience, those who can really get pleasure from their work, not just to get money, can do better. So the people we recruit are energetic, smart, and smart people can attract smart people. They regard the company as their own company, so they can express their ideas and the company encourages them to do so. They all like change because the industry changes faster and faster; They can also take risks wisely and are willing to evaluate the results of their actions? Mr. Jian Jie, President of Intel Corporation in China, said.

Intel has higher requirements for managers. First of all, you should have expertise, such as computers.

Public relations etc. This is the most basic quality. Then there is his ability to get along with others, because the manager has to work with everyone. Intel's evaluation of the manager is also based on the performance of the organization he leads, not on him.

Intel has some common standards in recruitment: first, what is the candidate's core competitive advantage, his professionalism, ability, development potential and educational background; Second, the adaptability of the applicant depends on whether he can quickly integrate into Intel culture and whether he is plastic; Third, we are also very concerned about whether we can think outside the box; Fourth, work enthusiasm, we hope that employees have the desire to take the initiative to create, not just to implement. Looking for someone with passion.

Intel's unique corporate culture

Constructive confrontation is a very unique culture of Intel. Intel wants employees to solve problems as quickly as possible, so it's easy to put forward your opinions. Maybe we need some confrontation at this time. But constructive confrontation is not simply hurting other people's feelings or simply quarreling, but expressing your constructive opinions on the premise of mutual respect. They encourage employees to talk through constructive confrontation, but they also encourage employees to listen to each other, because if they don't listen, they may miss some good ideas. When conducting constructive confrontation, we must provide objective data, and we also train employees to conduct constructive confrontation by collecting data. In addition, Intel encourages employees to take the initiative to take responsibility.

Intel's uniqueness in talent training

Intel believes that employee career development planning and training are very important. According to the company's regulations, every employee must spend a certain amount of time on training every year, and every employee has the obligation to make a personal career development plan. This plan mainly includes three aspects: first, employees should be very clear about their own advantages. Why do employees write about their own advantages? Because Intel's employee development plan is to help employees clearly understand their own advantages, and then promote your advantages through training or other human resources projects; Furthermore, if your advantages are brought into play, you will have the opportunity to do more challenging work in the future. Secondly, list your shortcomings or weaknesses. The purpose of this is to let employees know what needs further improvement, what training the company should provide them, or provide them with a new job, so that they have the opportunity to acquire corresponding abilities and skills. Third, be clear about your pursuit, that is, the goal to be achieved in the future. After understanding the employee's goals, the manager will communicate with him to help analyze whether his goals are realistic, realistic and in line with his competitive advantage.

There are two development paths in Intel. One is to become a professional, which is what we call a personal contributor. The other is to become a personnel manager. In fact, these two development paths lead to the same goal in Intel. Some employees eventually develop from an independent contributor to managing a very large organization or department, and some employees are always independent contributors and eventually become Intel fellow, equivalent to vice president. Such employees are also very valuable to our whole organization.

Intel really wants employees to do their best, so motivation is very important. At Intel, there are some basic incentives. First of all, we should believe that providing employees with very challenging positions is a good incentive. Give employees challenging jobs, let them try and finish them, let them feel their value in the company, and employees will have a high sense of accomplishment.

Secondly, recognize employees' achievements in time. There are various forms of recognition, sometimes instantaneous and sometimes random. For example, a team member has done a very successful project, and everyone in this team can give him encouragement, recognition and praise in time. Of course, we also have national, regional or global recognition. For example, our China company has an educational innovation department, whose job is to promote educational innovation projects, rather than selling chips, to show that Intel, as an enterprise, has a long-term educational mission and strategy. This team is very different from other departments in the company. They work at the height of the enterprise and need motivation very much. Not long ago, they were commended by our Asia-Pacific region and the world, and the Ministry of Education of China also awarded Intel China Award for Outstanding Contribution to Education. The team's achievements are also listed on Intel's global intranet, such as our future education plan, teacher training program, science competition for middle school students and cooperation with universities. Therefore, the members of this team are becoming more and more famous in our company. When meeting other employees, they don't need to introduce themselves. Everyone knows them.

Thirdly, as a technology-leading company, Intel employees think it is also a good incentive to provide them with the best technology and tools. For example, our engineers can use the most advanced technology and methods to create and innovate.

Fourth, Intel employees can keep abreast of the company's business progress at all levels, which is also a good incentive. Employees can easily get this information through our regular quarterly business briefings or one-on-one ways. One-on-one communication is also a unique way for Intel. Employees have one-on-one communication with supervisors or managers, and the topics of conversation are also decided by employees. Not top-down communication, but bottom-up communication. Personally, I receive at least four requests for one-on-one communication every day, which are basically met, and 40% of my working time is spent on one-on-one communication with employees.