Intel DEI Retention Recruitment Strategy

Embedding inclusion across the organization is key to the chipmaker’s business strategy, says Dawn Jones, director of diversity and inclusion.

While many companies have caught up when it comes to achieving diversity, equity and inclusion goals, Intel has been measuring its DEI efforts for more than a decade. The Silicon Valley microprocessor giant says it met its 2020 goal of achieving full representation of women and underrepresented minorities in its U.S. workforce two years ahead of schedule, and in January 2019 it Achieved 100% gender pay equity globally.

Before Martin Luther King Jr. Day on Monday, HRE sat down with Dawn Jones, chief diversity and inclusion officer at the chipmaker, to discuss how to build DEI in a global pandemic, how the company measures success and what Intel prioritizes for the coming year.

HRE: What are your priorities and forecasts for the coming year, especially as all employers face talent challenges associated with the Great Resignation?

Jones: It’s more important than ever to put our people first and ensure we foster a culture of inclusion globally. The Great Resignation has shown us that employees will not stay at a company that does not treat them with respect and equality and does not provide the flexibility needed in these unprecedented times. Therefore, it is essential for us to listen to their needs and how best to support them. I predict this will become increasingly important to the success of all businesses and organizations. We want to provide a dynamic, flexible and inclusive work environment that allows all employees to perform at their best. This will support our culture as a results-driven organization and enable our teams to execute quickly.

Related: 4 Tips to Help You Retain and Hire Employees in 2022

We are also committed to advancing diversity and inclusion at all levels of our business and the industry as a whole. As we look to the way forward, we will continue to prioritize and embed diversity and inclusion into everything – our culture, our systems, our leadership expectations and our performance metrics – to ensure that our future workplace works for everyone. In addition, we will continue to build on our 2030 corporate responsibility goals.

HRE: Please tell us about the Alliance for Global Inclusion and its mandate.

Dawn Jones, Head of Diversity Inclusion at Intel

Jones: In 2021, Intel, in partnership with Dell, NTT DATA and Snap Inc. launched the Alliance for Global Inclusion, which focuses on making progress in four critical areas: leadership representation, inclusive language, inclusive product development, and STEM readiness in underserved communities. The Global Inclusion Alliance also publishes an annual Inclusion Index, which serves as a benchmark for companies to track D&I improvements and provides insight into current best practices and opportunities to improve D&I outcomes. in all sectors. The goal of the alliance and inclusion index is to focus on shared responsibility, align with a consistent measurement system to better track progress, and close persistent gaps while identifying areas to improve.

Related: Are HBCUs a key to diversifying the talent pool?

Since its launch in April 2021, the alliance has doubled in size, welcoming new members Applied Materials, Lam Research, Micron, Equinix and TEL US. As part of the focus on executive representation, the alliance partners have also collectively developed – and are committed to adopting – a set of guidelines to encourage board diversity through defined parameters, transparent reporting and additional best practices.

Recently, the alliance also sent an open invitation to business leaders from all industries to attend this year’s show. inclusion index survey by March 14. The next iteration of the Inclusion Index and related results will be released in the spring and will highlight D&I practices and areas for improvement across all sectors.

HRE: What role can DCI play in the Great Resignation? Are forgotten peoplewomen, POC, LGBTQ+more likely to seek greener pastures?

Jones: Culture is an essential part of any business. At Intel, there is a focus on integrating inclusivity into employee retention efforts and candidate recruitment to ensure the company welcomes more than 110,000 employees across the globe.

The world changes and evolves. I think companies perform better, have a better opportunity to innovate, to advance their products, if they listen to their customers and their stakeholders, and if they reflect them. It’s important for us because we want the best talent. Gender, ethnicity, ability, veteran status, it doesn’t matter. We want the best and the brightest. And we know that the best and the brightest do not form a homogeneous group, not everything is alike. And for years it has been.

HRE: How was Intel able to promote DEI during a global pandemic and in a remote work environment?

Jones: Intel’s response to the pandemic has been grounded in data-driven decision-making and the acceptance of uncertainty. In an April 2021 survey, 90% of our employees said they preferred a hybrid workplace when offices reopened, which we announced as our approach in November 2021.

While it is essential to listen to our employees, we also recognize the need to ensure that hybrid and remote working models are inclusive and support everyone over the long term.

Inclusion is one of our core values, and we must create an inclusive culture to attract, motivate, retain and recruit the best employees. Examine opportunities within the company to advance employees and give them room for growth [is also vital.]

It is also important for companies to address these challenges through their systems such as onboarding, acquisition and progression to ensure that biases are minimized as these systems support employees throughout their career.

HRE: What technology do you use to track DEI results? What data do you use to measure success?

Jones: Every year we publish our Corporate Responsibility Report and provide a comprehensive overview update on our diversity numbers. The data team tracking this internally and externally is within my organization. The data varies each year, but we focus on increased representation where we have gaps, healthy progression of internal talent, and increased favorable sentiment as some of our measures of success.

We focus on a three-pronged approach: retention, progression and recruitment, all of which are essential to progression.

We track diversity data for multiple communities, including our Black, LatinX, Native American, Women, Employees with Disabilities, LGBTQ community. We also publish our payroll data also.

Going forward, it is extremely important to create solutions based on the current environment and predicted trends. We are also always ready to pivot and improve for the best results.

HRE: We are begin to see the rise of job titles such as Chief Belonging Officer. What does this job title mean and what can these professionals bring to the companies they work for?

Jones: We don’t have that title at Intel. My title is Director of Diversity and Inclusion and Vice President of Social Impact. Because belonging and inclusion are linked, I can see why companies want to make this clear in the work they do in this space.

We need to create a culture where everyone feels welcome and where employees can bring their full experience and authentic identity to work every day.

Phil Albinus is HR Technical Writer for HRE. He has covered personal and business technology for 25 years and has served as editor and managing editor for a number of financial services, business technology and employee benefits titles. He graduated from SUNY New Paltz and lives in the Hudson Valley with his audiologist wife and three adult children. He can be reached at [email protected] and followed on Twitter @philalbinus.

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