- 5.0Apr 4, 2023
Good career progression and healthy workplaceSoftware EngineerCurrent Employee, less than 1 year
- Able to work on challenging problems - Able to learn a lot of soft skills by tackle into project vision and planning - Work life balance, a lot of benefits provided like meditation training
- So far no cons up until now1
- 5.0Oct 3, 2023Integration EngineerFormer Employee, more than 8 yearsAustin, TX
I worked at Intel for 10 years, and it has really changed my life. I started as an RTL design engineer on a student visa fresh out of college this year I left, married, with a baby, and as a citizen. The work in California was very fast-paced. After moving to Austin, I noticed that work was slower, and working from home was way more common. I have nothing but great things to say about Intel, the work, the coworkers, and the benefits, all of it was excellent. I left because of the layoffs, but even that was great. They let us stay for 2 months where our only job was to look for a job, and for the ones that didn't find anything inside Intel, we were given great compensation to leave the company at the end of the 2 months.
Some people might backstab you, but I think that's a California thing. People are way more competitive there.1
- 3.0Sep 6, 2023DirectorFormer Employee, less than 1 yearSan Jose, CA
Legacy company. Several pivotal contributions to High-Tech field. Strong and experienced management who, unfortunately, continue to face a lot of headwinds.
I shared my experience as an applicant but feel the need/ urgency to reiterate as I've always held Intel in very high regards. Race/ gender politics is superseding meritocracy, starting right at applicant pool assessment stage. I so happen to be a woman and of 'color' (POC, to be politically correct). Despite there being a strong alignment in terms of skills/ exp. with a highly specialized role, I was being tapped out as I didn't meet desired race profile of HR/ Managers, who too happened to be POCs. I've had a similar experience previously. Intel is suffering from race-nepotism, where certain managers may bar certain other ethnicities, especially if they'd like to be perceived as 'model minority'. I can see this eroding objective, meritocratic assessment of deserving candidates who may not want to chime in 'lead'h'er' song or vow allegiance to any specific ethnic group, over choosing the company. This strategic barring is done by very seasoned (cunning) Chief of Staff.2