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In an interaction with ETHRWorld, Rao further said, “With remote working models becoming a norm, we recognize that it is more important than ever for us to go where the talent is instead of the other way around.” Edited excerpts:
What is Intel<\/a> India’s strategy to acquire and retain talent<\/a>?<\/b>
Intel India is a world-class engineering centre, driving innovations that shape the future of technology. We have state-of-the-art R&D facilities in Bengaluru and Hyderabad, where some of the best minds develop leadership products spanning emerging areas like artificial intelligence (AI), 5G and the intelligent, autonomous edge.
I believe the best talent chooses an employer based on a few key things. The first is the opportunity to work on cutting-edge technologies that can change the world. Second, a nurturing environment that rewards performers and allows them to grow within the organisation. Last but not the least, a sense of belonging and pride in the values that the company stands for.
Our talent strategy is focused not only on attracting and growing the best engineering talent but also on creating a diverse and inclusive workforce that is reflective of the markets in which our products and technologies are deployed. For example, working with a diverse pool of college graduates from across the country and through the breadth of our internship opportunities, we invest in creating a strong pool of future talent. For certain very niche skills, we engage the ecosystem even before any specific roles become available to ensure we build and nurture relationships with a select group of promising talent, often leading to the candidates choosing us. With remote working models becoming a norm, we recognize that it is more important than ever for us to go where the talent is instead of the other way around.
What are the skillsets that Intel India is primarily looking for in its prospective employees?<\/b>
As the world embraces digital transformation, there is an unprecedented wealth of data that must be moved, stored, and processed faster and more securely than ever before. Intel is unleashing the potential of that data to unlock value for people, business, and society on a global scale.
At Intel India, our engineers are engaged in SoC design, graphics, platforms – software, hardware and security for the cloud\/data centre, devices<\/a> and IoT markets involving advanced technology areas like AI, 5G, and autonomous systems.
Some of the technology skills that we look for in candidates include microelectronics and VLSI design, embedded, electrical and electronics engineering, and information security. There is an increasing need for the workforce to be digitally adept with a sharp, strategic and analytical bent of mind. In addition, we remain committed to our standards of ethics and integrity and look for behavioural aspects like collaboration, inclusiveness, risk-taking, and customer-orientation.
In which specific areas is there still scope for HR Tech to make a huge difference?<\/b>
In the past year, the world of HR has been through a paradigm shift. The pandemic sped up technology adoption in the HR space and though some of these changes could be temporary, many will remain in the new normal. Technologies like AI can play a key role in almost every function of HR, from recruitment to performance management, learning and development, compensation and benefits, employee engagement, etc.
Through the pandemic, organisations with existing multi-cloud strategies saw greater success in seamlessly moving processes, operations, and people to a remote working model at an unprecedented scale. Expansion of self-service digital tools for employees has become imperative to give them greater control of their data, reduce time spent on HR processes, and ensure compliance. Digital tools and resources are also essential to ensuring continuous learning and growth for employees as flexible working models become the norm.
How important will the physical office be in the next ten years for getting work done?<\/b>
The pandemic has been a catalyst for businesses to reimagine the workplace model and adapt to new ways of working, which were historically unimaginable. The remote workspace model has proven to be successful and will continue to be an option for many in the post-pandemic era. Moving forward, we expect that workplaces will change forever and will become more spaces for collaboration and innovation. This new workplace concept will be where ideas, interactions, and our work relationships can thrive.
According to your experience, why do people usually leave their jobs? And how can the gaps in the policy and support structure be plugged?<\/b>
Some of the top reasons for employees to leave their jobs are lack of challenging opportunities, professional growth, low recognition, hostile work environment, and a missing work-life balance. Employee burnout is also another factor that we have observed across industries.
Therefore, it becomes the responsibility of the management and HR to work in tandem to address these issues. A good place to start is by listening to employees through surveys, employee engagement platforms, etc. Leaders must create a culture of trust and transparency, fostering diverse perspectives, collaboration, and inclusiveness. Most importantly, organisations need to be agile and adaptable to meet the evolving employee requirements and address attrition issues.
How is Intel leveraging technology, especially Artificial Intelligence and AI algorithms, to predict and minimize attrition, while keeping the focus on diversity?<\/b>
At Intel, we have developed an in-house AI algorithm to predict attrition. With a special focus on diversity, the algorithm uses certain data indicators to predict the trends associated with attrition. In times like these, when people are no longer working while being physically present together, observing the warning signs can become relatively difficult. This is where technology helps us to understand the reasons and sometimes even pre-empt people leaving by helping us observe patterns and behaviours. This helps us to be more responsive and agile. It also allows us to refurbish our policies and support structure to avoid such scenarios entirely, wherever possible.