Intel: Your career is placed in your manager's hands
Intel: Your career is placed in your manager's hands
They are currently improving the work environment by adding some perks, such as free soda and fruits. There are a large variety of departments, divisions, and resources throughout Intel that one can move to in order to expand their career. When dealing with other companies, you receive somewhat special treatment when they know you work for Intel.
Management is very problematic. You are graded each year on a bell curve, which designates your raise and stock options. So, 15% of employees within a group will always receive a below-average grade, no matter how much work they have done. Employees are also ranked within a group based on their value. This makes work somewhat competitive and does not promote teamwork. These grades are also solely based on what your manager thinks; therefore, if your manager does not know how much work you are doing, you may not be graded fairly, despite this being your manager's fault. A bad manager can really prevent your career growth at Intel, no matter how well you perform.
Cubicles are mostly compressed, making space somewhat limited. There are no offices. Some higher-ups receive larger cubicles.
Work-life balance is in the hands of your manager. Bad managers will tend to accept any project or requirements despite not having the headcount, requiring that any current members of the group work overtime in order to meet these added requirements.
Recognition can be extremely poor and unfair. Often, some people who work on a project are not recognized for their contribution because they do not directly work with the customer. Other times, people are recognized (such as managers) for completing under-resourced projects, even though they do not contribute anything.
I would permanently remove a bell curve and ranking system.
This promotes competitiveness and unfairness. If everyone is working 60-hour weeks, then everyone should receive positive feedback.
Recognize employees and pay attention to what they are actually working on. Don't forget about the players working on a project, even though they aren't the project leader or being dealt with directly.
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I got the interview through a conference. I talked to a couple of engineers, and they contacted me two days later to schedule another phone interview. The phone interview was not technical; the interviewer just wanted to know my interests and what w
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The interview process included: * A phone screen with a potential coworker. * A phone interview with a potential coworker and the hiring manager. * Dinner with several managers and all candidates. * Seven 1:1 interviews lasting the entire da
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Chandler, Arizona, United StatesNovember 1, 2011I got the interview through a conference. I talked to a couple of engineers, and they contacted me two days later to schedule another phone interview. The phone interview was not technical; the interviewer just wanted to know my interests and what w
Validation Engineer
Chandler, Arizona, United StatesMay 1, 2012The interview process included: * A phone screen with a potential coworker. * A phone interview with a potential coworker and the hiring manager. * Dinner with several managers and all candidates. * Seven 1:1 interviews lasting the entire da
Validation Engineer
Chandler, Arizona, United StatesDecember 1, 2013I met a recruiter at a campus career fair. He asked broad questions, like "Why do you want to be an engineer?", to get to know my personality. He was very friendly and wanted me to succeed. A few days later, I had a phone interview. The questions we
