FIXING THE DIVERSITY PROBLEM
Barbara Whye, Intel’s vice president of human resources and chief diversity and inclusion officer,
describes how the company is achieving its workforce goals.
OUR FUTURE SUCCESS DEPENDS ON A DIVERSE ARRAY
of perspectives and backgrounds—and inclusion is key. At
Intel, we believe that if you do not intentionally include,
then you will unintentionally exclude. We are no longer
debating the business case for diversity: We are questioning the business case for homogeneity. But you can’t just
hire your way to success. To drive progress, you need an
integrated approach of hiring, progression, and retention.
Here are five steps we’ve taken to ensure solid representation at all levels of the company.
RE WARD: All of our full-time employees have a portion of
their annual performance bonus tied to the achievement
of our diverse hiring and retention goals.
INVES T: We’ve trained 13,000 managers worldwide
through a program called “Managing at Intel,” and
Cofounder and CEO,
“You’ve got to see
get to what people are
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focused on intentionally covering inclusion content
since it’s critical to our success and future innovation.
EMPO WER: We provide resources, like customized diversity playbooks, to our business unit leaders so they can
see where they’ve had gaps in the organization and can
create solutions to close those gaps.
EDUCA TE: Through education initiatives, financial assistance, and internship opportunities that offer experience
and technical skills, we actively encourage more women
and underrepresented minorities to enter tech careers
such as engineering and computer science.
SUPPOR T: Since its launch in 2016, Intel’s confidential
hotline, called the Warmline, has provided employees
with the support they need to work through personal and
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