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Employee Development
Providing our employees with ongoing development opportunities is a critical
factor to our success. Our new platform alignment required the most significant
reorganization in Intel’s history. Approximately half of all Intel employees
were in a new position or reporting to a new manager by year-end 2005. To
support these changes, Intel’s Human Resources (HR) organization focused
its efforts on the “platformization” of the company, communicating with our
employees during brand transition, and delivering further retention and development
programs.
Becoming a Platform Company
Providing necessary support for our employees was of primary importance during Intel’s platform transformation.
As a first step, we defined new leadership roles and identified the right people to lead the
new platform groups. With leadership in place, we reorganized and recruited people to provide the skills
needed to make the new businesses successful. The reorganization offered exciting opportunities for
current employees to stretch themselves and apply their talents in new ways. While making sure that the
right talent was in place, we also needed to provide employees with “keep the business running” support
throughout our restructuring process.
Timely, consistent communications helped facilitate a successful reorganization. Our goal was to inform,
engage and inspire employees to adopt the new business strategy with pride and passion. We continued
our tradition of world-class internal communications through a variety of corporate channels, including
the intranet, newsletters, open forums, Business Update Meetings delivered by senior leaders, and quarterly
earnings release webcasts by Intel President and Chief Executive Officer Paul Otellini. Intel’s internal
news offerings received more than 13 million hits in 2005.
As part of the change process, HR worked closely with Intel’s senior leaders to develop and deliver platform-focused
training. The curriculum provided employees in the newly created groups with an understanding
of Intel’s mission and strategies for success, the market segments in which we do business
and the ways people use the technology that we create. In total, we trained 50,476 employees on our
platform transformation, with more than 80% of the attendees stating that they had a clear understanding
of Intel platforms after completing the full training.
In 2006, we plan to continue our proactive training for new employees and broaden deployment of
the program beyond the five platform organizations to other business groups at Intel. We will continue
to seek out diverse employees who can help make our platform groups successful. We will continue to
expand HR employees’ skills and competencies, specifically in change and transition management. And
as global expansion continues, we will work to build a strong leadership pipeline in local geographies to
ensure our future success.
Updating Our Brand
Another part of the reorganization was garnering employee support for the launch of our updated brand
in January 2006. As part of this change, Intel educated all employees on the new brand identity before
the external launch. We hoped to motivate and inspire employees to become brand ambassadors and to
Intel Corporate Responsibility Report 2005 • Our Business
www.intel.com/go/responsibility
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