Download - Intel

establish a strong connection between the enhanced brand and their daily activities. These communications
included employee open forums, Q&A documents and newsletter articles. Also, in December 2005,
all employees were invited to attend an executive webcast where Chief Marketing Officer and Senior
Vice President of Sales and Marketing Eric B. Kim previewed the new brand. More than 30,000 employees
viewed that presentation.
Taking Care of Our People
In 2005, we made great strides in three core initiatives: management/leadership development, new
employee orientation, and employee development and retention.
Management/Leadership Development
Over the last several years, we have focused on improving our managers’ abilities to motivate, develop
and retain employees. Our Managing for Excellence program creates a culture of management excellence
by teaching Intel managers and leaders to set clear expectations for their employees and drive business
results. We created a global Manager Feedback Tool that uses a series of questions to gauge the results
of employee/manager interactions. More than 78% of our employees used this tool during 2005 to give
their managers direct feedback for improving their management skills.
We also offered intense, multi-week development programs, designed for our first-line managers, middle
managers and senior leaders, to provide them with the tools needed to succeed within our new platform
strategy. In 2005, roughly 2,500 managers attended these in-depth training sessions in China, India,
Ireland, Israel, Malaysia and the U.S.
By tailoring our development and training programs to specific populations such as middle managers,
we can address the challenges and issues relevant to those groups. One example is our use of UCLA’s
African American Leadership Institute (AALI), a nationally recognized program that prepares leaders for
new and expanded responsibilities at Intel. We have sent employees to AALI each year since 2002. In
2005, we put plans in place to bring the program in-house and hold our first African American Leadership
Conference. This three-day training and networking event will provide a valuable leadership development
experience, bringing together more than 100 of Intel’s most promising African American employees.
New Employee Orientation
In 2005, we redesigned our employee integration program in response to employee feedback. Employees
perceived that our rapid growth in emerging markets was diluting our strong and vibrant culture, and
affecting the quality and frequency of manager-employee interactions. The new program goes beyond
simple training. It gets managers more actively involved in integrating new employees by putting in place
task lists for completion within the first six months of hire.
The program includes required and highly recommended courses for all new employees, with registration
links and suggested sequence and timing for the training. New employees and their managers receive
automatic reminders for the first nine months of employment, to make sure that their integration into the
workplace is proceeding on schedule. And in order to continuously improve the new employee orientation
process, each employee receives an assessment tool to provide feedback and measure the overall impact
of the integration program.
Employee Development and Retention
Since our early days, Intel has remained committed to helping every employee realize his or her potential.
This commitment has proven to be key to our productivity and ability to retain talented people, as well as
being an important aspect of our culture. We support our employees in a variety of ways, including job
Intel Corporate Responsibility Report 2005 • Our Business
www.intel.com/go/responsibility
76