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<ul class="summary-list"><li><a target="_blank" href="https://www.businessinsider.com/home-depot-business-size-facts-sales-employees-store-locations-2019-5">Home Depot</a> now requires corporate employees to spend one day each quarter working in a retail store.</li><li>The move revives a long-standing practice that was suspended during the pandemic.</li></ul>The next orange-aproned employee who helps you <a target="_blank" href="https://www.businessinsider.com/walmart-target-kroger-in-labor-hoarding-war-for-workers-2023-3">match a paint swatch at Home Depot</a> might spend their typical work days programming hex code colors for the retailer's app.Beginning in the fourth quarter of this year, Home Depot will require corporate employees to spend a day each quarter working in a retail store to better understand what customer-facing roles entail."It's critical that we all spend time in the aisles engaging directly with customers and understanding the unique opportunities and challenges that our frontline associates face every day," a Home Depot spokesperson told Business Insider. "We've had many <a target="_blank" href="https://www.businessinsider.com/home-depot-ben-hill-arthur-blank-good-company-customer-service-2020-9">similar programs in the past</a>, and this newly launched effort is the latest such program."The policy applies to corporate employees, including senior management and remote workers. According to a memo from CEO Ted Decker, employees must complete an eight-hour shift four times a year, <a target="_blank" class="" href="https://www.bloomberg.com/news/articles/2024-10-08/home-depot-ceo-orders-corporate-staff-to-work-in-stores-four-times-a-year">Bloomberg</a> reported.The spokesperson said the move revives a long-standing practice suspended during the pandemic as <a target="_blank" href="https://www.businessinsider.com/home-depot-chartering-cargo-ships-started-as-a-joke-2021-10">safety concerns and operational challenges</a> took priority.Software developers on social media <a target="_blank" href="https://www.reddit.com/r/cscareerquestions/comments/1fycv29/home_depot_software_devs_to_start_having_to_spend/">reacted</a> favorably to the move, saying it would give programmers a better understanding of how actual users — rather than imaginary — interact with the apps and software they build."More firms ought to give their developers systematic exposure to the business end of things," programmer Eric S. Raymond <a target="_blank" class="" href="https://twitter.com/esrtweet/status/1843423420677030258">posted</a> on X in response to the news.Home Depot isn't the only company using the undercover boss strategy.Uber CEO Dara Khosrowshahi made headlines last year when he revealed his takeaways from <a target="_blank" href="https://www.businessinsider.com/uber-ceo-dara-khosrowshahi-company-should-have-paid-attention-drivers-2023-9">driving for the service</a> the year before."It showed me, literally, that we as a company culturally were very much focused on the rider and the eater product because we used them ourselves — we took a lot of pride in it all the time," he told a conference hosted by General Electric. "But we didn't take pride in the driver product because very few of us drove."If you are a Home Depot worker who wants to share your perspective, please <a target="_blank" href="mailto:dreuter@businessinsider.com">contact Dominick via email</a> or text/call/Signal at 646.768.4750. Responses will be kept confidential, and Business Insider strongly recommends using a personal email and a non-work device when reaching out

Home Depot is requiring its corporate employees to do shifts at the company's stores

Discussions around <keyword id="19901232" type="General" weightage="20" keywordseo="work-life-balance" source="keywords">work-life balance</keyword> have been around since forever and when <keyword id="20231207" type="General" weightage="20" keywordseo="work-from-home" source="keywords">work from home</keyword> became a norm in 2020, these talks intensified. Soon, people across the globe realised how work from home could save a lot of time and money for them. As a result, they get to spend more time focusing on things apart from work. In India too, work-life balance has been a hot topic for a long time. Earlier this year, a study by the UKG Workforce Institute revealed that nearly 78% of employees in India suffer from job burnout, which often results in both physical and emotional fatigue. Around 64% of these workers were willing to reduce their workload even if it meant a corresponding pay cut. This highlighted a growing awareness among employees about the value of maintaining a <keyword id="22783879" type="General" weightage="20" keywordseo="healthy-work-life-balance" source="keywords">healthy work-life balance</keyword>, with many choosing to prioritize well-being over monetary benefits. <h2><keyword id="20830500" type="General" weightage="100" keywordseo="Bengaluru-man" source="keywords">Bengaluru man</keyword>'s photo goes viral</h2> Despite this, India was recently reported to rank 48th in the 2024 Global Life-Work Balance Index, reflecting the challenges faced by employees in maintaining a healthy work-life balance. And a Bengaluru man’s recent <keyword id="20384549" type="General" weightage="20" keywordseo="viral-photo" source="keywords">viral photo</keyword> has once again stirred work-life balance discussions in the country. A photograph of a man working on his laptop while standing outside a popular momo stall in Bengaluru took the internet by storm on Tuesday. The photo, shared by X user Kritika Kumari, quickly went viral, capturing the attention of many who found humour in the situation but also sparked deeper conversations about the pressures faced by <keyword id="21460912" type="General" weightage="20" keywordseo="corporate-employees" source="keywords">corporate employees</keyword>. Kumari captioned the photo, “His priorities are sorted.” The photo shows the techie engrossed in his laptop, seemingly unfazed by his surroundings. The post resonated with many, leading to a flood of comments that ranged from witty remarks to relatable anecdotes. <div type="image" title="Bengaluru man&amp;#39;s photo goes viral" msid="112516540" hostid="261" sizebytes="2145538" caption="&amp;lt;p&amp;gt;Bengaluru man&amp;#39;s photo goes viral&amp;lt;/p&amp;gt;"></div> <h2 style="margin-bottom: 0.7em; line-height: 1.3; color: rgb(0, 0, 0); font-size: 24px; background: 0px 0px rgb(255, 255, 255); text-rendering: optimizelegibility;">Work-life balance in India a myth, says internet</h2>X users reacted to the photo and talked about the man's plight. One user humorously summed up the scene as, “Corporate employee,” while another quipped, “Pyaar se jyada, kaam pyara,” highlighting the often-overwhelming work demands that many in the <keyword id="19955787" type="General" weightage="20" keywordseo="tech-industry" source="keywords">tech industry</keyword> face. "The so-called "work-life" balance is a myth! It should really be called "hand-laptop" balance," another user wrote. <div type="twitter" handle="manojrmenon" handlename="manojrmenon" favoritecount="0" retweetcount="0" id="1823207147599184281"></div> The jokes didn’t stop there; some users playfully imagined the man’s predicament, suggesting that he might have forgotten his phone at the office and was now transferring money to the momo vendor via net banking on his laptop. While the image and its accompanying jokes provided light-hearted entertainment, they also highlighted the growing concern about the intense work culture in the tech sector, where employees often find themselves working outside traditional office hours and settings. As one user lamented, “Ek labor karega bhi kya? Apne ghar ja kar English jhaadega. ‘I am audible? My screen is visible or not?’ (What will a laborer do? He will go back home and flaunt his English, saying, ‘I am audible? Is my screen visible or not?’).”

'Work-life balance is a myth’: Photo of man working in front of momo stall goes viral, Internet reacts

<ul class="summary-list"><li>Sharawn Tipton is LiveRamp's top people and culture exec and part of BI's Workforce Innovation board.</li><li>She highlights the value of AI and a diverse workforce for companies navigating rapid change.</li></ul>Business Insider's "Workforce Innovation" series features an advisory board of experts, convened from a wide variety of roles and industry verticals, to talk about driving positive outcomes across four key change drivers — artificial intelligence, diversity, equity, and inclusion, worker well-being, and C-suite transformation.Sharawn Tipton is the chief people and culture officer at LiveRamp, a data-collaboration software-as-a-service company, overseeing human resources and culture across 1,400 employees globally.Tipton's remit also includes real estate, which is not typical for a chief people officer — but it makes sense in a post-COVID world."A lot of what I've been doing is studying trends around when do people come into the office, how are they using the office," Tipton said. She said the purpose of the office now was primarily "<a target="_blank" class="" href="https://www.businessinsider.com/own-office-isolating-open-floor-plan-office-layout-best-2024-3">collaborative communication</a>, conversations that have to be face-to-face," like performance management, collaboration, or celebration."Before COVID, the office was used primarily as a workspace. We don't see our team members using it that way now," Tipton added.Tipton spoke with BI about how companies need to evolve to help people adapt to rapid transformation and to make sure nobody is left behind.The following has been edited for length and clarity.What fuels your focus on workforce transformation?I am passionate about bringing out the full potential within everyone. I want everyone to have the opportunity to do the best work of their lives. If you aren't prepared, you won't be able to do that.Growing up in Oakland, California, a lot of the people in my environment had big dreams and passions, but they weren't equipped to step into them.As we think about the <a target="_blank" class="" href="https://www.businessinsider.com/ai-will-change-most-jobs-employers-help-workers-keep-up-2024-8">future of work and AI</a> and how that's going to accelerate us, it's important to think about who it is going to help and who it's going to hurt based on how things work today. I see a real gap when you look at folks like myself, those that are underrepresented. I'm very passionate about all people, but I want to make sure that everyone understands what this shift means, what they can do to prepare themselves.One of the greatest accelerators of change is corporations, so as corporations, we have a real responsibility to make sure that all people are ready, that everyone has the opportunity to step into those big, beautiful goals, and they're able to use their passion. That is what fuels me.How do you help employees see the possibilities of AI and get past the fears of disruption?We need to move past the fear of "what if" and think about the upsides and possibilities, and how we can prepare to step into them.One example is one large company that said, "If you can find a way to automate your job, we will train you for a new job. That is our commitment to you."That's how we have to think about this. Instead of telling our team members not to use <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-chatgpt-work-increase-survey-2024-3">ChatGPT</a> and putting all this governance around it, we want to hear how they are thinking about using it. What are the opportunities that we aren't seeing so that we can exploit them and innovate faster, while also thinking about how to mitigate risk?I understand there's a risk component, but we can't be afraid of the change. We need to embrace it. We need to be open and honest with our team members about what this means for them. If their skills are <a target="_blank" class="" href="https://www.businessinsider.com/chatgpt-jobs-at-risk-replacement-artificial-intelligence-ai-labor-trends-2023-02">becoming obsolete</a>, we need to get on top of that now. We need to be future-focused and bring team members along on that journey.How can companies evolve the C-suite leadership to meet the needs of the workforce now?Nothing trumps great <a target="_blank" class="" href="https://www.businessinsider.com/satya-nadella-microsoft-management-leadership-advice-how-to-run-business-2024-6">leadership</a>. There are so many things a company can do, but your leadership is really what is going to allow you to hit your company objectives. I think there is an opportunity for us to build better leaders.There are some skills I think that are innate within you, but it's like any craft. It's something that you practice and evolve.At LiveRamp, we've been partnering very closely with the <a target="_blank" href="https://www.tablegroup.com/">Table Group</a> to really hone in on what authentic leadership leading through challenging times looks like. What are our values collectively as an organization but individually as leaders as well? What are the synergies there, and how do we utilize that to bring out the very best in our team members?Companies need to assess their leadership capabilities and where they have gaps. I know it's unpopular to focus on the <a target="_blank" class="" href="https://www.businessinsider.com/soft-skills-help-middle-managers-survive-the-great-unbossing-2024-6">soft skills</a>, but the soft skills are really the hard skills. That is what's going to make all the difference.What other initiatives are you undertaking to manage this rapid change?We remain committed to diversity and inclusion. I know the more diverse your workforce is, the better vantage point you'll have to see around corners and be prepared for these changes. If you have this monolithic culture, you're not going to be able to see the gaps.A lot of what we're doing is we're thinking about our products and how we infuse them into AI capabilities. Our products serve our customers, and our customer base is very diverse. We need that diversity within our workforce to understand what it is that those customers are seeking.We're continuing to partner with the National Society of Black Engineers and Women in Product. We're leveraging external organizations and expertise so we can continue to build those relationships and funnel in that talent because we know that that is a competitive advantage for us.Approximately 50% of our workforce is remote right now. So we have initiatives around connectivity and how you hold on to that collaboration. That's where you spark the best ideas, core to who we are. While we are embracing remote work, we're also saying we have to intentionally build in the space and time for team members to get together in person for that collaboration.

Corporations are accelerators of change and have to bring employees along the journey, says LiveRamp's people and culture executive   

Discussions around <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> at the workplace reignited in the last few days when the death of two corporate employees made headlines. And it is no secret that without having a healthy mind, you cannot be productive. Ample studies in the last few months have pointed out the importance of mental health and it is important to talk about these issues. Today (October 10) marks <keyword id="23481940" type="General" weightage="20" keywordseo="World-Mental-Health-Day" source="keywords">World Mental Health day</keyword>. It is an occasion for raising awareness about mental health issues and combating social stigma. Celebrated globally since 1992, this day encourages education and advocacy for mental well-being, reminding us that mental health is a crucial aspect of overall health, especially in the workplace. <h2>Ex-Google employee experienced stress, anxiety </h2> <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who worked with <keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> for 13 years, told Business Insider India in an interview that he also experienced the pressures of a high-stress work environment. “During my time at Google, I faced significant stress and anxiety. It became clear that no matter how successful you are on paper, if your mental health is compromised, it diminishes your quality of life and ability to fully engage at work,” he said. He added that <keyword id="19925554" type="General" weightage="20" keywordseo="mindfulness" source="keywords">mindfulness</keyword> played a crucial role in his recovery, saying that mental health is not just a personal issue but a workplace concern that should be treated with equal importance as productivity and performance. <h2>How to protect your mental health? </h2> To help others protect their mental health, Whitaker shared several key practices that can be game-changers. 1. Set Boundaries: Understand your limits and communicate them clearly. This includes managing your workload, taking time away from work, and setting boundaries around communication. Protecting your time and energy is essential. 2. Practice Mindfulness or Meditation: Mindfulness was a lifesaver for him in managing corporate stress. Even dedicating a few minutes each day to meditation can help you stay grounded and aware of your feelings, allowing you to make necessary adjustments before burnout sets in. 3. Take Breaks: In high-pressure environments, it’s easy to feel that there’s no time for a break. However, regular breaks—even just a short walk or stepping outside—can significantly enhance your mental state and boost productivity. 4. Find a Support System: Having people to talk to, whether colleagues, friends, or coaches, can make a considerable difference. Building a supportive community can combat feelings of isolation, which often exacerbate mental health issues. 5. Align Work with Values: Stress and dissatisfaction often arise from a misalignment between personal values and work. Reflecting on what truly matters to you and making small shifts toward work that aligns with those values can lead to greater fulfillment. To conclude, Whitaker said, “Mental health is not a luxury—it’s essential for personal well-being and professional success. When organisations invest in their employees’ mental health, they cultivate a culture where people feel supported, valued, and empowered to excel in their work.” As we observe <keyword id="23486492" type="General" weightage="20" keywordseo="world-mental-health" source="keywords">World Mental Health</keyword> Day, it’s crucial to remember that prioritising mental well-being can lead to a more productive, innovative, and fulfilled workforce.

World Mental Health Day: Ex-Google employee shares tips on protecting mental health at workplace, says he experienced stress and anxiety

<ul class="summary-list"><li><keyword id="80487" type="General" weightage="20" keywordseo="walmart" source="Orion">Walmart</keyword> is cutting corporate jobs and asking remote workers to relocate to central hubs: WSJ </li><li>The retail giant is reducing its site presence, further to closing multiple stores this year.</li></ul>Walmart is cutting <a target="_blank" href="https://www.businessinsider.com/layoffs-sweeping-us-these-are-companies-making-cuts-2024#discord-is-laying-off-170-employees-3">hundreds of corporate jobs</a>, asking remote employees to move to offices, and relocating workers in smaller sites, The <a target="_blank" href="https://www.wsj.com/business/retail/walmart-to-lay-off-and-relocate-workers-d1c909a7?st=nguncth6t3csx3y&amp;reflink=desktopwebshare_permalink">Wall Street Journal </a>reported Monday.Along with axing jobs, the retail giant is directing workers in small offices in Dallas, Atlanta, and Toronto to move to central hubs like Walmart's corporate headquarters in Arkansas or New Jersey, people familiar with the matter told the <a target="_blank" href="https://www.wsj.com/business/retail/walmart-to-lay-off-and-relocate-workers-d1c909a7?st=nguncth6t3csx3y&amp;reflink=desktopwebshare_permalink">Journal.</a>Previously-remote staff can work hybrid schedules, the Journal reported.Walmart did not immediately respond to Business Insider's request for comment sent outside standard business hours.Last week, the retailer announced it will close<a target="_blank" href="https://www.businessinsider.com/walmart-store-closings-openings-2024-full-list#:~:text=Walmart%20will%20close%20eight%20locations,14%20new%20locations%20this%20year"> two more stores</a>, bringing the number of closures this year to eight. The company quietly reduced its US store count by more than 100 locations between January and August last year — a repositioning <a target="_blank" href="https://www.businessinsider.com/walmart-closing-smaller-stores-smart-strategy-2024-2">celebrated by Wall Street</a>. The company operated 4,615 US stores as of January 31, according to its <a target="_blank" href="https://stock.walmart.com/financials/unit-counts-and-square-footage/default.aspx">website</a>.Walmart, the country's largest employer, has <a target="_blank" href="https://corporate.walmart.com/askwalmart/how-many-people-work-at-walmart">1.6 million workers</a> in the US. It is one of several companies that have been pushing a<a target="_blank" href="https://www.businessinsider.com/walmart-flexible-return-to-the-office-memo-2021-10"> return to office</a> mandate — a tactic career experts say is a way of getting rid of employees without conducting mass layoffs.The move has been called <a target="_blank" href="https://www.businessinsider.com/bosses-quiet-firing-staff-avoid-public-backlash-layoffs-2024-2">quiet firing</a>. It's a subtle way to make roles <a target="_blank" href="https://www.businessinsider.com/deutsche-bank-staff-criticize-rto-mandate-not-enough-office-space-2024-2">less appealing</a>, motivating workers to quit rather than slashing jobs only through layoffs, BI previously reported.Major companies across the US have enforced <a target="_blank" rel="" href="https://www.businessinsider.com/companies-making-workers-employees-return-to-office-rto-wfh-hybrid-2023-1">RTO mandates</a> in the past year, including Meta, Google, and Salesforce. May 14, 2024: This story has been updated to reflect a correction in The Wall Street Journal's report that was added after its publication. The original report mistakenly listed Southern California as one of the locations that Walmart workers in smaller offices were being directed to move to.If you work for Walmart and were affected by this news, please contact reporter <a target="_blank" rel="noopener noreferrer" class="c-link" href="mailto:dreuter@businessinsider.com">Dominick Reuter via a non-work email and device</a> or text/call/Signal at 646-768-4750. Responses will be kept confidential.

Walmart is axing hundreds of corporate jobs and bringing remote employees into the office

<keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> laid off thousands of employees in 2023 and many found their lives turned upside down with just an email notification. After all, when you have given your heart and soul to an organisation, it is never easy accepting the fact that you are being asked to leave at a moment’s notice. The situation becomes even more complicated when you have been with the company for more than a decade. Something similar happened with <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who had been working with the company since 2010 and found out about his <keyword id="20118388" type="General" weightage="20" keywordseo="layoff" source="keywords">layoff</keyword> abruptly. <h2>The 3 am email bringing bad news</h2>“My layoff experience was traumatic. I got an email at 3 am to my personal email, that I only found because a colleague pinged me on Linkedin in the DMs to ask if I was ‘Ok’ and if I was ‘safe’,” Whitaker told <keyword id="21390875" type="General" weightage="20" keywordseo="Business-Insider-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Business Insider India" meta.hostid="261" meta.entityid="Business Insider India">Business Insider India</keyword> in a conversation. He added that when his colleague enquired about his safety, he thought it was a “shooting or some natural disaster.” In other words, he didn’t even imagine that he was being laid off from Google. He then revealed that when he checked his work email, he discovered that he was locked out of his laptop and phone. He then checked his personal email and there it was, the “short and impersonal email” that told him that his role at Google was being eliminated. <h2>The layoff process was uncomfortable</h2>When Google announced large-scale layoffs last year, the company made a lot of headlines for handling them in an unprofessional manner. In March 2023, several Google employees had even written an open letter to Google CEO Sundar Pichai, asking him to deal with layoffs in a better manner. Whitaker, narrating his own experience, shared with Business Insider India that after receiving the dreadful layoff email at 3 am, he spent the next few months completing formalities to get his payments that were due. He said, “It took all of the next several months for me to mail back my laptop, badge and any gear that I had that was Google property. (I also had to) navigate unemployment, health insurance and get all of the documentation I had to submit to "self Offboard" and to receive payments that I was supposed to get.” “Along the way there were multiple errors and miscommunications from the team that made it all even more uncomfortable,” he said. Whitaker also noted a complete lack of communication and empathy from his old team at Google. “I got a single text message from my prior manager asking how I was doing a few days after I was laid off, but otherwise no one reached out to check on me or offer assistance from my old team. Overall I found the process to be brutally impersonal and inhumane,” he said. <h2>Experience at Google</h2>But was Google always “inhumane” in his experience? Not really. There were some amazing days too and Google, according to Whitaker, was a different company when he had joined. “My initial experience working at Google was like it was a completely different company. I started as a temp, contractor and then a vendor for Google back in 2010, and at the time I think it was something like 40,000 employees. It had a real startup feel to it. Teams were agile and collaborative, and there was a lot of room for growth. It may have been specific to my team and org, but it felt like you had a lot more room for experimentation and autonomy to make decisions, and failure wasn't seen as a bad thing, but a necessary part of innovation,” he said. Whitaker also said that a “class system” was there at Google, especially since he was a TVC (Temporary, Vendor and Contractor). “As a TVC you wouldn't be included in many of the activities and learning opportunities that full time employees had, and didn't get invited to extracurricular activities. There was a real bias towards culture at the time, and words like Don't be Evil, and be Googly were often used.” However, in general, he added that the atmosphere was positive and full of possibilities. “Colleagues generally were very supportive, collaborative and encouraging to work with. I was excited as this was my first time working in big tech, or Corporate America and I saw that period of time as a real coming of age for me. I learned how to be a professional at Google and appreciated all of the early guidance and support that I got from colleagues and leaders.” <h2>Helping others</h2>It has now been over a year since Whitaker was laid off. He now has his own venture and helps other people navigate their careers. Talking about what motivated him to kick-start his own venture, he said, “After 13 years in big tech, the last few years in particular being particularly difficult due to toxic teams and leaders, I didn't want to jump right back into that kind of experience again. A year before getting laid off, I had experienced a bad <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> crisis that was the result of workplace bullying, gaslighting and toxic leadership. "I wanted to help others avoid and recover from similar situations and create a community where people can find mutual support and coaching on how to best navigate their careers in a conscious way. My severance after working so long at Google allowed me to fund the launch of my coaching business, and eventually ‘changingwork.org’." <keyword id="23300968" type="General" weightage="20" keywordseo="Changing-Work" source="keywords">Changing Work</keyword>, Whitaker explained, is his way of addressing a deep need in corporate life — helping people rediscover their sense of purpose and alignment in their careers and finding ways to build more conscious leaders and businesses. He added, “What makes this so transformative for me personally is that it allowed me to step into a role where I could integrate all the lessons from my own career—especially the parts that were hardest for me. During my time at Google, I saw firsthand how high-pressure environments can lead to burnout, anxiety, and a disconnect from our true selves.” The recent tragic death of a young CA at Ernst &amp; Young (EY) employee in India has turned the spotlight on toxic work cultures prevalent in many high-pressure industries. Broader debates on burnout, mental health struggles, and unrealistic expectations in corporate environments in the workplace have occupied social media platforms. This incident serves as a painful reminder that companies must prioritize <keyword id="21050364" type="General" weightage="20" keywordseo="employee-well-being" source="keywords">employee well-being</keyword> and mental health to foster sustainable, humane workplaces. And makes the work that people like Whitaker are doing all the more important. “I’ve spoken publicly about how mindfulness practice, coaching and therapy literally saved my life during some of my darkest times at Google. Changing Work is the culmination of that journey. It’s not just about helping others find balance and fulfillment—it’s about creating a space where I can live those values every day,” he concludes.

Fired from Google after 13 years of service, he used his severance to build a business around helping others with their careers

<ul class="summary-list"><li>Computer giant Dell carries out an annual employee engagement survey known as "Tell Dell."</li><li>After its strict RTO mandate, workers used the survey as an opportunity to show Dell how they really felt. </li></ul>When executives decide on a new direction for a company, there's often little that workers can do about it besides leave. But that doesn't mean they are happy about it.At computing giant Dell, after a year shaped by layoffs, a strict return-to-office (RTO) mandate, and a new employee monitoring system, workers have taken an opportunity to share their true feelings with the company.The company runs an annual employee engagement survey called "Tell Dell."According to internal results seen by Business Insider, this year's employee net promoter score (eNPS), a key measure of the likelihood that employees would recommend Dell as a great place to work, dropped by double digits compared to the previous year.The score, which is calculated as the percentage of promoters minus the percentage of detractors, dropped from 62 to 48. It is based on responses from around 98,000 employees."No matter what, I've never seen a score move that fast in the wrong direction," said one staffer who spoke to BI on condition of anonymity."Frankly, most people I work with were expecting a steeper decline," said another Dell employee.In some departments, the decline was even sharper. In the global marketing team, the rating dropped by 68%, while in some smaller teams, the eNPS was close to or at zero, sources at the company told BI."I think the marketing teams feel particularly threatened due to the accelerated adoption of GenAI to streamline marketing processes and reduce cost," one worker told BI.Others cited the RTO initiative, layoffs, and the way changes at the company have been handled as reasons for the decline.<h2 id="2e276e5b-e0e6-4e0a-bbab-289d3fd67ac0">Listening to employees</h2>According to BI's sources, "Tell Dell" has been conducted annually for at least eight years. Employees completed the survey in May, and results were shared with leaders in late June.Two Dell HR leaders have previously <a target="_blank" href="https://www.i4cp.com/interviews/using-survey-data-to-drive-inclusion-and-leader-accountability">described the survey</a> as "a key listening tool we use to drive action across the organization.""In the past, leadership has treated Tell Dell very seriously. The results are covered in detail with every team member along with action plans to address employee concerns," one Dell employee explained.However, this year, leadership seemed to gloss over the eNPS, multiple workers told BI."It's as if every leader was given the OK to ignore it," said one Dell employee.In an internal email addressing the results, Jenn Saavedra, Dell's Chief HR Officer, noted that the eNPS was dropping across the industry and that Dell was "pleased to exceed the industry benchmark.""You have 'told Dell,' and we are listening," Saavedra wrote, moving on to highlight positive metrics in leadership, confidence in the company, and connection and culture.The eNPS is "just one question in a robust survey that gives us a current snapshot of employee sentiment," Dell told BI when asked about the results."In the Tell Dell Survey, our team members shared that they believe their leaders treat them with respect, uphold the company's Culture Code values and offer flexibility to balance work/life.""Our team members also expressed their confidence in the future vision, strategy and leadership of Dell."However, five workers that BI spoke to about the results said the eNPS was the true measure of worker satisfaction or dissatisfaction."C-suite brushes over the real issues to push a positive image of the company,' said one employee."I don't think leadership cares about our feedback. They just keep rowing in whatever direction they want," said another.The focus on employee wellbeing "seems to have been replaced by reducing costs and increasing profitability," a third employee said, adding that they believe Dell's culture has been "significantly compromised" by recent policies. In February, Dell became one of the many large corporations mandating workers return to the office. The Texas-headquartered company introduced a <a target="_blank" href="https://www.businessinsider.com/dell-remote-workers-promotion-return-office-push-flexible-work-2024-3">new hybrid work policy</a> requiring workers to classify themselves as either hybrid or remote.Those who chose remote are now ineligible for promotion and can't change roles — almost <a target="_blank" href="https://www.businessinsider.com/us-dell-workers-reject-return-to-office-hybrid-work-2024-6">50% of workers</a> in the US chose that option.Many say they didn't have a choice, as Dell has built geographically divided teams. They would have had to move state or commute for hours to get to one of the 17 approved offices.<div type="image" title="Dell Round Rock Texas" height="683" width="1024" msid="111784906" hostid="261" sizebytes="137588"></div>For hybrid workers, in-office culture has also changed.Dell introduced a <a target="_blank" href="https://www.businessinsider.com/dell-hybrid-return-to-office-mandate-monitor-employees-onsite-attendance-2024-5">new monitoring system</a> for hybrid employees, tracking and rating their attendance with color-coded flags.Workers have told BI that the shift in culture has felt particularly harsh given Dell's longstanding reputation as an inclusive and encouraging employer. <h2 id="edbb2c89-924f-4acc-a8a1-527d877c4d69">Workers reject RTO</h2>Dell is just one of many <a target="_blank" href="https://www.businessinsider.com/companies-making-workers-employees-return-to-office-rto-wfh-hybrid-2023-1">tech giants, Wall Street banks, and large retailers</a> that have been leading efforts to reverse the work-from-home culture that emerged following the pandemic. But employees have been pushing back.After Deutsche Bank mandated staff come in for three days a week, the company faced <a target="_blank" href="https://www.businessinsider.com/deutsche-bank-staff-criticize-rto-mandate-not-enough-office-space-2024-2">a wave of backlash</a> from staff complaining about the lack of office space and bottlenecks at the company.And at the German software giant <a target="_blank" href="https://www.businessinsider.com/thousands-of-sap-employees-feel-betrayed-by-firms-rto-policies-2024-2">SAP</a> thousands of staff signed an internal letter saying that they felt "betrayed" by the company's "radical" RTO policy.Though some see in-office work as better for productivity, a recent <a target="_blank" href=" https://www.deloitte.com/content/dam/assets-shared/docs/campaigns/2024/deloitte-2024-genz-millennial-survey.pdf?dlva=1">Deloitte survey</a> found that good work-life balance was the top consideration for both Gen Z and millennials when choosing an employer.At Dell, some now feel their only solution is to leave the company."None of us expect any changes to address the eNPS drop or that they will listen to what comments we provided," said one worker.Five of BI's sources have found new jobs since the policy was first announced, and others said they and many of their colleagues are actively looking.Are you a worker at Dell or another company pushing staff back to the office? Contact this reporter at <a target="_blank" href="mailto:pthompson@businessinsider.com">pthompson@businessinsider.com</a>

Dell employees used the company's signature corporate survey to tell bosses how they feel after its RTO push

In Greek mythology, Prometheus, a wise Titan whose name means "foresight," defied Zeus by gifting fire to humans, an act that revolutionised our civilization. Fire became a symbol of progress, providing the tools for growth and the spark for <keyword id="94495" type="General" weightage="20" keywordseo="innovation" source="Orion">innovation</keyword>. This ancient tale mirrors the modern concept of <keyword id="3946833" type="General" weightage="100" keywordseo="intrapreneurship" source="Orion">intrapreneurship</keyword>—the process of fostering innovation within established companies. Intrapreneurship encourages an entrepreneurial mindset by providing staff with resources, mentorship, and collaboration opportunities, enhancing innovation in ideas, products, and processes. While startups are often seen as the hub of groundbreaking ideas, some of the most transformative innovations come from within the walls of larger organisations. These corporations, however, often face bureaucratic hurdles that slow progress. Intrapreneurship breaks down these barriers by giving employees the freedom and resources to experiment. Under strong leadership, companies can foster a culture of trust, empowering teams to solve problems creatively and drive growth. <h2>Nurturing the intrapreneurial spirit</h2>One of the key components of successful intrapreneurship is providing employees with a sense of ownership and autonomy. This approach taps into the vast potential within the workforce, unlocking creativity that might otherwise remain dormant in a traditional corporate structure. It encourages risk-taking and creative problem-solving, boosting innovation and enhancing employee engagement and satisfaction. Take 3M for example, Spencer Silver’s discovery of a unique adhesive led to the creation of the iconic Post-it note, despite initial skepticism.Yet, the company’s intrapreneurial environment allowed for exploration, leading to the development of a product that revolutionised communication. Similarly, Lockheed Martin’s ‘Skunk Works’ is a division that operates with the agility of a startup within the larger organisation. Skunk Works’ autonomy has resulted in numerous aerospace innovations, including stealth technology and fighter jets. These examples underscore the transformative potential of intrapreneurial freedom, where exploration leads to groundbreaking products and industry-shifting advancements. By giving employees space to explore ideas beyond their day-to-day tasks, organisations tap into a wealth of innovation, allowing intrapreneurs to flourish. <h2>The essence of intrapreneurship</h2>Innovation requires trial and error, and not every idea will succeed. The best environments for intrapreneurship are those that embrace failure as part of the learning process. Companies like Intel and Tesla have thrived by viewing setbacks as growth opportunities. In the 1980s, Intel faced a major crossroads when internal innovators identified a larger market opportunity and advocated for a shift from memory chips to microprocessors. They embraced potential failure with this pivot, which though risky, propelled Intel to become a leader in the tech industry. Tesla, known for its continuous drive for innovation, encourages its teams to experiment and push boundaries. Elon Musk’s willingness to accept failures along the path to innovation has led to significant breakthroughs, like the development of electric vehicles and space exploration technology. <h2>Collaboration: The key to creative synergy</h2>Intrapreneurs don’t work in isolation. True innovation happens when employees collaborate across departments, combining different skills and perspectives to tackle complex challenges IBM’s Watson, a cognitive computing system, is a prime example of what can happen when cross-functional teams come together. Engineers, data scientists, and non-technical staff worked collaboratively to create a groundbreaking technology that has since been used in fields ranging from healthcare to finance. Facebook’s famous "hackathons" foster cross-departmental innovation. These 24-hour events allow employees to work on passion projects outside of their usual responsibilities, resulting in successful product features like the "Like" button. The melding of expertise has led to breakthroughs that might not have been possible within traditional silos. <h2>Intrapreneurship: Driving growth from within</h2>Innovation is more than generating ideas—it’s about bringing those ideas to life. Intrapreneurship provides a framework for turning creative concepts into reality. Just as Prometheus defied convention to give humanity the gift of fire, intrapreneurs challenge the status quo to drive progress within their organisations. By fostering a culture of risk-taking, collaboration, and continuous learning, companies can ignite the innovation that fuels long-term growth. Continuous support in the form of funding, mentorship, and resources is crucial for intrapreneurship to thrive. In today's <keyword id="6355515" type="General" weightage="20" keywordseo="business" source="Orion">business</keyword> landscape, nurturing the intrapreneurial spirit is essential for companies striving to remain competitive and relevant. Encouraging collaboration across departments and providing autonomy to explore new ideas can lead to breakthroughs that fuel an organisation's success. As Prometheus’s fire illuminated the path to human progress, so too can the spark of intrapreneurship light the way toward a brighter future for businesses. Disclaimer: This article is authored by Manoj Nair,AVP &amp; Global Head of Marketing, Corporate Strategy &amp; Risk, Infosys BPM. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India. This article is published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>.

Ignite the fire of innovation: The intrapreneurship advantage

<ul class="summary-list"><li>Some Intel employees received pay cuts in 2023 to reduce costs and avoid layoffs.</li><li>Intel announced layoffs this year, affecting employees' promised stock bonuses.</li></ul>January 2023 was a different world for the top American semiconductor companies.Nvidia closed the month trading at $19.52 after reporting revenue down 21%. AMD traded at nearly four times the price of Nvidia.At the time, Intel CEO Pat Gelsinger made a rare move. He took a <a target="_blank" class="" href="https://www.businessinsider.com/intel-ceo-takes-pay-cut-reduce-costs-prevent-layoffs-2023-2">25% pay cut</a> and asked much of his higher-level staff to take cuts of between 5% and 15% as part of a comprehensive cost-cutting effort. He restored <a target="_blank" class="" href="https://www.oregonlive.com/silicon-forest/2023/02/intel-says-pay-cuts-are-temporary-will-begin-reversing-them-later-this-year.html">the affected paychecks</a> later that year.To compensate for lost wages, the company promised a "thank you" bonus in the form of one-time restricted stock unit grants, worth thousands for some, two sources said. The grants would be awarded in December 2023 and vest in December 2024.Since then, the chip industry saw a changing of the guard as Nvidia ushered in the AI boom. Meanwhile, layoffs and buyouts followed for Intel, as it announced in August that it would shed <a target="_blank" class="" href="https://www.businessinsider.com/intel-qualcomm-takeover-bid-layoffs-foundry-spin-off-2024-9">15,000 employees</a> via voluntary separation agreements and layoffs. The affected employees were set to leave the company just a few months before the "thank you" RSUs were vested. Uncertainty about their bonuses was one of the many setbacks, along with budget cuts and layoffs, that Intel employees had to deal with in recent years. A new round of layoffs began earlier this month, while Gelsinger announced a <a target="_blank" class="" href="https://www.businessinsider.com/intel-ceo-pat-gelsinger-turnaround-plan-aws-2024-9">turnaround plan</a> in September to help the company become more capital-efficient."We are executing on our previously announced cost action plan while maintaining competitive compensation and benefits programs," an Intel spokesperson said. "The actions we are taking are intended to make us a leaner, more efficient company and position the business for long-term success."BI spoke to eight current and former Intel employees for this report. They asked to remain anonymous to discuss internal matters as some still work at the company.Most employees who took the voluntary severance had target end dates around September 30. Laid-off workers will largely be out by the end of November, according to WARN notices and LinkedIn posts by affected employees."We had so much hope," one engineer said of <a target="_blank" class="" href="https://www.businessinsider.com/intel-pat-gelsinger-20-billion-manufacturing-factories-fabs-semiconductors-2021-3">Gelsinger's return</a> to the company in 2021 and his road map. "Setbacks are understandable, but what is leadership gonna do?"<h2 id="2fb124e0-92af-46c8-937c-d564c046f3d6">'Thank you' bonuses</h2>After Intel announced the upcoming wave of layoffs in August, the company issued employees with a sheet of FAQs, referring to an existing policy that said unvested RSUs are forfeited and returned to the company on an employee's last day. In other words, departing employees would not get their 'thank you' shares.What followed was an "uproar," said three Intel employees who had taken the voluntary buyout offer or who had been notified they would be laid off. Intel employees left frustrated comments underneath the FAQs on the company's internal network, two departing workers said.The issue eventually came up at a weekly Q&amp;A with Gelsinger, one of the two employees said. Under pressure, the company changed course. Departing employees affected by the pay cuts in 2023 will now receive a cash equivalent of the stock price on December 3 and be paid the next payday, according to one laid-off Intel worker."It was more a general uproar over the fact that, at least for the involuntary folks, that Intel would be screwing people out of the cash — in particular after doing so many 'petty' level cuts over the past few months," said the same laid-off employee."We were here that whole year and made the sacrifices," another former employee said.<h2 id="0a5798e6-636d-482d-8a0f-47585c3de10f">Shrinking perks</h2>Intel sent out a slideshow with information on cuts to employee benefits upon the August announcement of the coming layoffs.Intel announced it would reduce its global real estate footprint by two-thirds and consolidate its more concentrated hubs, according to a slide obtained by BI. The gym on-site would no longer offer personal training services. The slide also said reimbursement of internet, phone, and commuting costs would be reduced or eliminated.In September, signs went up in at least one Oregon office informing employees that fruits and beverages would no longer be free."That's petty, right? How much does one piece of fruit per day cost?" one former employee told BI.A current Intel employee in Oregon said that their floors were consolidated recently so that "we can turn off the AC and lights" on the others.The cuts impacted bigger perks, too. An Intel employee would be eligible for a four-week sabbatical after every four years of work or eight weeks after seven years. The slide said that the sabbatical benefit has been reduced to one month after seven years of service — leading to frustration from some employees who were set to take them soon and now must wait, one departing employee said.Employees could also previously take a corporate air shuttle that facilitated transportation and collaboration between certain company sites in Arizona, California, and Oregon. Now the shuttle has been suspended.The timing of the cuts also made it difficult to plan retirement parties for employees — a tradition at the company. One retired Oregon Intel employee told BI that the internal employee forums contained an updated list of FAQs in September for those who had chosen the voluntary buyout. Employees were encouraged to initiate happy hours among themselves and to avoid the word "celebration" despite a tradition of setting aside company funds for retirement parties."You don't want to say, 'Oh, we're celebrating this person and spending money, but we're also going to lay off all these other people," said a long-tenured employee taking the buyout. "But it was still hard to see managers consider just sending an e-card."<h2 id="6a63ad23-2f60-42b0-b982-7e86471efbb1">Bygone benefits</h2>Intel has long trailed other tech giants when it comes to take-home compensation.SEC filings for Intel, AMD, Microsoft, Nvidia, and Qualcomm show median compensation over the last five years has increased at least 12% or, in some cases, much more, in all of those companies except Intel, where median compensation has increased 4%. One Intel veteran who took the buyout told BI that the company's benefits beyond the norm helped keep employees loyal even though pay was lower than some peers. Tech companies across the industry have also been <a target="_blank" class="" href="https://www.businessinsider.com/big-tech-workers-pushed-limits-of-perks-benefits-pampering-over-2024-10">slashing employee perks</a>.<a target="_blank" class="" href="https://www.businessinsider.com/intel-buyouts-new-ventures-philanthropy-wedding-planning-2024-10">Some Intel employees</a>, especially those with the company for decades, are leaving with impressive payouts. Two employees said they will receive 19 months of severance pay on top of some longevity rewards and sabbatical benefits that will be paid out on top.In addition to periodic paid sabbaticals, Intel employees reached a new tier of benefits when their age, combined with their years of service, reached 55 and then 75, according to one employee. The "Rule of 75" is of a bygone era when corporations offered hearty pensions. Intel employees who joined the company before it <a target="_blank" class="" href="https://www.sec.gov/Archives/edgar/data/50863/000005086320000020/a401kdocument12312019.htm#:~:text=As%20of%20January%201%2C%202011,or%20after%20the%20effective%20date.">closed its pension plan</a> to new entries in 2011 still get payouts.Even beyond the lifers receiving last decade's benefits, not all departing employees are bitter."Intel has been generous when they did not have to be," said one laid-off employee of the severance package offered.Intel's shares dropped to their lowest values in a decade in September, and the company <a target="_blank" href="https://www.reuters.com/technology/intels-dow-status-under-threat-struggling-chipmakers-shares-plunge-2024-09-03/">may be removed</a> from the blue-chip index—an index that tracks the most stable companies. The company reports third-quarter earnings on Thursday.Are you leaving Intel too? Or sticking around? Got a tip or an insight to share? Contact BI's Emma Cosgrove at <a target="_blank" href="mailto:ecosgrove@businessinsider.com">ecosgrove@businessinsider.com</a> or use the secure messaging app Signal: 443-333-9088.Contact Helen Li at <a target="_blank" href="mailto:hli@insider.com">hli@insider.com</a> or use the secure-messaging app Signal with the username: hliwrites.99.

Intel employees face 'setbacks' as the company slashes staff, pay, and perks

<ul class="summary-list"><li>Pharmaceutical giant Bayer has seen its stock decrease more than 50% in the last year.</li><li>CEO Bill Anderson wants to turn things around by transforming the corporate hierarchy.</li></ul><a target="_blank" href="https://markets.businessinsider.com/news/stocks/german-stocks-here-s-why-bayer-bayn-is-in-the-news-today-1033129455">Bayer</a>, the maker of Alka-Seltzer, Claritin, and other popular over-the-counter drugs, has been in a rut, and its leader believes he has a plan to get the company out of it.The idea involves slashing the corporate bureaucracy, giving employees more control, and, hopefully, as a result, allowing the company to innovate efficiently.Bayer CEO Bill Anderson, who has been the chief executive since June 2023, even has a fancy corporate name for his un-corporate plan: "Dynamic shared ownership.""We hire highly educated, trained people, and then we put them in these environments with rules and procedures and eight layers of hierarchy," Anderson said in an interview with Business Insider earlier this year. "Then we wonder why big companies are so lame most of the time."Anderson's plan involves a radical new look for the workplace.In a traditional corporate setting, the organizational chart flows upward: Lower-level employees have managers, those managers have managers, and so on until the top of the chain.Anderson told BI that employees have expressed issues with this traditional structure, especially at large companies. According to Bayer, the company employs just under 100,000 people."People love the company; they love the sort of culture and the science and the commitment to patients, but they basically said: 'Increasingly, we can't get anything done,'" Anderson said. "It's just too hard to get ideas approved, or you have to consult with so many people to make anything happen."<h2>Cutting the rules by 99%</h2>Anderson has said the plan involves cutting the literal corporate rulebook — Bayer regulations that run more than 1,300 pages — by 99%. "That's actually longer than 'War and Peace' and a lot less exciting," he said in a <a target="_blank" href="https://youtu.be/_mubMfgrdIQ?si=Zod8PkLwGmYRZ2r3">video about the reorganization</a> plan.In comes a key part of Anderson's proposal: Cut a big chunk of the middle managers and let employees choose the projects they want to pursue.During a company training session in New Jersey, employees of Bayer's consumer-health division got a preview of this new structure, The Wall Street Journal reported.According to the report, employees were seated in a circle and were given an opportunity to stand in the middle to share an idea. If fellow employees were interested in the concept, they could join their colleagues in the middle of the circle."You're going to self-organize," a corporate trainer said during the session, according to The Journal.The company hasn't disclosed how many managers will be cut. Thousands of US-based managers will be reorganized into different positions while other roles are eliminated, according to The Journal.Anderson's plan will cut organizational costs by about 2 billion euros, or about $2.17 billion, the German company said in a <a target="_blank" href="https://www.bayer.com/media/en-us/bayer-aims-to-enhance-performance-and-regain-strategic-flexibility-by-2026--adjusted-guidance-for-2023-achieved/">March press release</a>.The reorganization plans didn't solely stem from employee frustrations. Investors are also demanding to see a fast turnaround from the pharmaceutical giant, according to The Journal.In the past year, Bayer has seen its stock decrease more than 50%, from 60.40 euros to 27.64 euros. The company is also dealing with about 34 billion euros in debt, according to the Journal, and massive settlements after it acquired <a target="_blank" href="https://www.businessinsider.com/bayer-roundup-environment-chemicals-pesticides-bees-farming-monsanto-2023-1">Monsanto</a>, maker of the weed killer Roundup, in 2018.<h2>Benefits of the shake-up?</h2>A decentralized approach to the workplace environment could prove beneficial for a company facing turbulent times, Nicholas Bloom, an economics professor at Stanford University, told BI in an email. In 2021, Bloom published a paper in the <a target="_blank" href="https://www.aeaweb.org/articles?id=10.1257/app.20180752">American Economic Journal</a> that looked at what kinds of organizational approaches could help companies respond better to "macro shocks."The paper found that "decentralized firms tend to do better in periods of rapid change as they can respond quickly," Bloom said. "By stripping out layers, you increase response speeds, which is particularly valuable in turbulent times."Still, there are also benefits to a more centralized structure. Studies have shown that <a target="_blank" href="https://www.businessinsider.com/middle-managers-great-flattening-organization-meta-tech-layoffs-firing-2023-3">middle managers</a> have a higher impact on a company's overall performance and that there are limits to how many people a single manager can oversee, Business Insider previously reported.But in times of uncertainty — say, <a target="_blank" href="https://www.businessinsider.com/what-is-israel-trying-to-achieve-in-gaza-bombing-2023-12">two major</a> <a target="_blank" href="https://www.businessinsider.com/why-did-russia-invade-ukraine-putin-politics-motive-2023-6">wars</a> and highly <a target="_blank" href="https://www.businessinsider.com/trump-biden-clinch-party-nominations-race-few-people-want-president-2024-3">polarized politics</a> — Bloom argues that being nimble could be critical."Think of football players losing 10 lbs," he wrote. "Less muscle but more speed, and in a fast game, it's speed that matters most."

This company wants to slash corporate bureaucracy and let employees manage themselves. Could it work?

<ul class="summary-list"><li>After years of struggles, chip giant Intel is in the midst of mass <a target="_blank" class="" href="https://www.businessinsider.com/intel-qualcomm-takeover-bid-layoffs-foundry-spin-off-2024-9">layoffs and buyouts</a>.</li><li>Some longtime Intel employees are eligible for up to 19 months of severance.</li></ul>When searching for a wedding planner, most couples don't check for a doctorate. But the brides of greater Portland are about to have that option.Shi Choong got her Ph.D. in Analytical Chemistry in 2018, and for the last six and a half years she's worked at Intel improving processes and training for the company's Oregon fab — a factory where Intel's chips are produced. She's one of the thousands of Intel employees who recently took the voluntary severance packages the company made available ahead of a long-forecasted round of <a target="_blank" class="" href="https://www.businessinsider.com/intel-qualcomm-takeover-bid-layoffs-foundry-spin-off-2024-9">15,000 layoffs and buyouts</a>, which began this month.After years of <a target="_blank" class="" href="https://www.businessinsider.com/intel-ceo-pat-gelsinger-turnaround-plan-aws-2024-9#:~:text=Revenue%20last%20quarter%20was%20down,shares%20falling%20by%20over%2025%25.">layoffs, buyouts</a>, and even <a target="_blank" class="" href="https://www.businessinsider.com/intel-ceo-takes-pay-cut-reduce-costs-prevent-layoffs-2023-2#:~:text=Intel's%20CEO%20and%20members%20of,Intel%20said%20in%20a%20statement.">one temporary pay cut</a>, many employees have thought about what they might do after Intel. Its severance package, which reportedly offers five weeks of pay for every year of service up to 19 months total, pushed some to jump.Though plenty of Intel alums are expressing trepidation about an <a target="_blank" href="https://www.businessinsider.com/millennial-cant-find-job-tech-blames-racial-discrimination-ai-2024-9">uncertain job market</a>, some departing Intel insiders are fashioning entirely new lives for themselves — 180 degrees from corporate life.Choong has been coordinating weddings and modeling outside of her Intel work hours for the last three years. She specializes in nontraditional, heavily themed weddings. This <a target="_blank" href="https://www.businessinsider.com/furry-fandom-big-tech-software-developers-2022-3">kind of nerdery</a> often goes hand in hand with the concentrated tech talent in places like the San Francisco Bay area or Portland. She saw the buyout opportunity and the severance that came with it, as a sign to take her side hustle full-time."To me, it's Christmas come early. It's a wish come true," Choong told Business Insider.BI spoke to three former Intel employees who are using the company's hard times as an opportunity to upend their lives.<h2 id="bc1c7975-8847-4cfc-b408-e6b24752f181">Intel lifers head out on their own</h2>"I'm feeling awesome," Javier Apostol told BI from the balcony of a beachside resort in Puerto Vallarta, Mexico, two weeks after his last day as a software applications engineering manager at Intel.He joined Intel in Arizona right after finishing his undergraduate degree and stayed for nearly 29 years. Intel was the only company he ever worked for as an adult.Apostol's first job was picking fruit in the fields of Yuma County, California, alongside his parents. Eventually, his dad started doing workforce development for migrants and then tax preparation for Spanish-speaking workers and agricultural contractors.When one of his dad's clients was audited, Apostol, who had started to learn how to program computers, turned handwritten mileage records into a neat chart. The IRS agents told him it was the best they'd ever seen, and Apostol got hooked on computers.Apostol joined Intel in 1996. From inside Intel, he's seen every phase of the internet since nearly the beginning. He said a longer lens gives him perspective.<a target="_blank" class="" href="https://www.businessinsider.com/intel-struggles-qualcomm-deal-chip-industry-turmoil-2024-9">Intel's situation</a> is no great tragedy, according to Apostol."The world is just changing and that is good. Intel will ultimately find its place where it needs to be," he said. After a vacation, Apostol is sticking with semiconductors, but he and some colleagues are headed in a more entrepreneurial direction.Though Intel has struggled to maintain its once leading-edge status, Apostol said there is a <a target="_blank" class="" href="https://www.businessinsider.com/nvidia-ai-chip-semiconductors-tsmc-intel-jobs-arizona-2024-2">window of creativity</a> in the semiconductor space that he hasn't seen in a long time as investors and consumers alike become aware of the vital role of chips in their everyday lives."<a target="_blank" class="" href="https://www.businessinsider.com/nvidia-competition-sambanova-groq-cerebras-show-faster-inference-speed-2024-9">Chip design</a> is going to explode," Apostol said. He and five colleagues who also took the buyouts want to apply their expertise in chip-making consulting for businesses and even <a target="_blank" class="" href="https://www.businessinsider.com/sovereign-clouds-explained-data-center-ai-national-security-vultr-2024-10">countries</a> looking to enter the industry.At 54 years old, and with both of his kids in college and away from home, he has the time and the energy to take the leap, he said. He hopes Intel finds its way to similar boldness again."If I worry about anything it's Intel becoming complacent and deciding to think small — to stop looking for the next great thing," Apostol said.<h2 id="22be38cf-517d-4e34-a89c-5f46756eb17e">Turning a good living into a good retirement</h2>Sumit Guha, a former transfer technology manager at Intel, is founding a new venture too, but with more altruistic aims.Over his 24 years at Intel, Guha used his spare time to develop a wealth management strategy based on the philosophies of <a target="_blank" class="" href="https://www.businessinsider.com/how-warren-buffe">Warren Buffet</a>.He's shared his strategy with friends and colleagues over the years, but it wasn't until his 86-year-old mother was sold a fraudulent insurance policy that he considered scaling his efforts up. He fought for two years to get her money back, and that wasn't the first time his parents had been the victims of dubious financial providers."My goal is to teach seniors how to detect financial fraud. I have witnessed this myself. Old people are targets," Guha said. He plans to start studying to become a Certified Financial Planner soon, with the aim of providing free tax services to older adults and eventually starting a nonprofit organization that helps them manage and grow their finances.As Guha, 60, approaches retirement age, he's become increasingly worried about the state of his peers' <a target="_blank" class="" href="https://www.businessinsider.com/gen-x-baby-boomers-savings-cant-afford-retirement-2024-4">retirement accounts</a>. AARP estimates that 20% of Americans over the age of 50 have no retirement savings at all.Intel still offers some of the benefits much of the tech world has long eschewed. For example, spreading out the timeline for paid sabbaticals has been one of the perks downgraded in the current era of cutbacks. But for Guha, some of his longevity benefits with Intel have kicked in recently, and the company accelerated stock grants set to be issued in December as a 'thank you' for enduring <a target="_blank" class="" href="https://www.businessinsider.com/intel-ceo-takes-pay-cut-reduce-costs-prevent-layoffs-2023-2#:~:text=Intel's%20CEO%20and%20members%20of,Intel%20said%20in%20a%20statement.">2023's pay cuts</a> for those who took the buyout option."It's a gift for me to pull the trigger now," Guha said. He plans to offer tax services, financial fraud awareness, and investment advice with the aim of helping Americans achieve a safe and comfortable retirement, even if they started saving late in the game.<h2 id="7bec7e59-5a0c-4aa0-bd49-7e9d5e9b7d2f">Lessons learned at Intel</h2>Though several departing Intel employees expressed some frustration with the current state of the company, they still believe it can be successful. And they're taking some of the values and skills they picked up there with them. The company always valued continuous training, said Apostol.Choong said many of the skills she learned at Intel will transfer to her new life. Engineers are organized and good at dealing with complexity — the kind that comes with a wedding that starts in formalwear and ends with the entire party wearing animal onesies, for example.Choong also learned how to speak up for herself at Intel, especially when training in the fabs. This comes in handy when dealing with sketchy wedding vendors, she said."I have grown tremendously. I used to cry in my office because someone spoke loudly at me. I'm fearless now," Choong said.Are you leaving Intel too? Or sticking around? Got a tip or an insight to share? Contact BI's senior reporter Emma Cosgrove at <a target="_blank" href="mailto:ecosgrove@businessinsider.com">ecosgrove@businessinsider.com</a> or use the secure messaging app Signal: 443-333-9088.

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