Audit of the System of Ranking and Remuneration of Intel employees
- The merger of two national leaders
- The activities of the Orange group
- The organization of the group
- Products and Services
- The development strategy
- The social responsibility strategy
- Environment and Sustainable Development
- The communication strategy
- The media coverage of Orange
The overall objectives of Intel concerning employee motivation and skill development are: to ensure the best motivation in work groups to facilitate the achievement of its business objectives that are based on the trio TAM/MSS/ASP. In addition, the company must ensure the development of the organization and the employability of its long-term personnel.
To meet these objectives, a system of promotion and advanced training was set up to manage promotions and acquisition of new competences (new skills) of employees. These targets are set in the longer term, usually between 3 and 5 years and allow the company to focus its strategy on new sectors or to concentrate on the manufacture of new products. Most Intel employees enjoy a versatility that enables them to effectively assume various functions and responsibilities, and therefore to remain extremely flexible in the possibility of restructuring and change of strategy (search for a new market, diversification of product range, etc.)
Taking into account the factors of growth and development, the company has a direct impact on the training strategy and expansion of specific skills in employees (increase of experiences, diversification positions occupied etc).
In the course of human resources management followed at HEC , we were asked to perform an audit on a topic of our choice on human resources.
We have thus chosen to conduct the audit within the company Intel (specifically Intel Italy and Intel France). The topic concerns the system of evaluation and classification (ranking) of employees and the pay system within the company.
We will, in this paper, first introduce the company and its goals, before turning to the system used to classify its employees, then the system set up for paying them.
Intel, the world leader in innovation, has developed technologies and software products that have accompanied major changes in how to design work and organize to make it more operational and easier. Indeed, for over 35 years, Intel Corporation has launched new technologies that have been the source of the digital revolution.
Founded in 1968, with the aim to build "semiconductor memory products", Intel had launched the first microprocessor in 1971. In 1980, IBM had selected Intel to manufacture and market the first PC (Personal Computer). Twenty-five years later, in 2006, more than a billion people worldwide had a PC. The PC has become a basic tool for the workplace, communication (Internet) and entertainment (video, music, photos).
Today, Intel supplies the industries of computer and telecommunications components of computers, servers and other networking and communication products.
These products are used by manufacturers to create systems and advanced communications. The mission of Intel is to be the leading provider of "building blocks" in the digital market and to satisfy its customers, employees and shareholders.
Intel considers its employees as the main factor of its current and future success: its compensation program is proof enough. Indeed, the objective of this program is to attract, retain and reward people who contribute to both long-term growth and the profitability of the company. It was designed to ensure stability and financial security for employees and their families.