William A. Swope is corporate vice president and general manager of Intel's Corporate Sustainability Group. In this role, he is responsible for driving Intel's environmental efforts in the areas of policy, operations and products. Swope works with stakeholders across the company to ensure that Intel continues to build upon its industry leadership in sustainability.
Since joining Intel in 1979, Swope has held numerous roles including corporate affairs leadership, manufacturing technology planning, strategic product planning and product management. Swope was director of Digital Enterprise Brand Management, and prior to that he was general manager of the Software and Solutions Group (SSG), reporting to the president and chief operating officer of Intel. In that capacity he managed the software products and enabling efforts within SSG. From 1993 to 1995, Swope was the general manager of the Intel® Pentium® Pro processor team. Swope was promoted to vice president in 1996 and corporate vice president in 2003.
Swope received his bachelor's degree in applied physics from Tufts College. He earned his master's degree in management from Massachusetts Institute of Technology.
Question: Where do you find the most talented employees? Swope: Well, we do most of our hiring directly out of college. So we have a series of schools that we work with and that goes on through PhD programs. Right at the PhD level, we do fellowships, scholarships. We work with a number of university professors around the world and in different labs. So, we’re doing a lot of that. So, let me say for that thousand people that we hire, I’m pretty sure we hire over a thousand PhDs a year. So, for that level, that’s a very specialized group of people, right. But if you mean, for our general hiring, we hire mostly out of an undergraduate school, we certainly get, you know, recommendations. We have a pretty robust interviewing process. One advantage we have is the Intel culture at this stage is pretty well-known. We are an established company. One can argue big, too big but, you know, well over 30, right, 30 billion and 82,000 employees or a little more than that really. So people kind of know a little bit, you know, do you want to work here? But I answered this before in a different context. It’s building the culture so you’re working with people whose views you respect and whose ethics and morals and work ethic you respect. If you do that, and then you provide training and then you provide opportunities for advancement and a meritocracy and how you deal with employees and again this transparentness of action, that will take you a long way.
Question: What do you look for during the interview process?
Swope: I really try to understand how the person views their own decision-making capability, because when I try to hire more than anything else, right, are people that can analyze and decide in an area that they already do not have the expertise. Because if they already had the expertise, there’s such a high probability I wouldn’t be assigned to the problem anyway. It’s just for what I do at Intel and when I’ve kind of done for a long time in Intel and [usually what] kind of problem we haven’t solved yet. And the result of that is I need a few people around me that are comfortable in their ability to analyze and not defensive if they’re wrong, not [IB] of about someone else or that other person is wrong, can laugh at themselves, but we can work on it together and we can end up with a position that we think we can move forward on. I look for people like that. It was described to me once by a really good VC who said, I’d rather, I don’t want to hire the smartest person I interview. I want to hire someone I want to take a two-week rafting trip with and there are a lot of those aspects, if you think about it, in terms of teamwork, trust, ability that you’re going to pull your side of the raft, as well as some quick decision-making going down the river, not second guessing yourself too badly. I look at that as really incredibly [saged] advice and try to follow it.
Question: What’s the best way to fire someone? Swope: Where the dignity and respect and as much knowledge as they had in advance, explaining what you’re doing, why you’re doing it, a chance for them to recover. We have a pretty good process at Intel that explains how people are doing. We have annual performance reviews, you know. You can say, you know, we think you’re a great employee, but are you sure this is the right job for you, right. Sometimes you just have a miss-fit, right. Now, again, let me separate out those issues of ethics that there’s corruption. There’s, I think, that kind of, you know, moral behavior that’s just different, that’s, well, really not this topic. I’m talking about someone who’s working their tail off, not able to produce at the level that we need or that we think is required for the job or to meet their customer demand, and those it’s a matter of document it to the employee, give them every opportunity to change, making sure they realize why you’re making the statements that you do. And then you just try do it in, you know, in the most ethical and respectful way possible.
Will Swope explains how he seeks, retains and lets go of his employees.
Giving our solar system a "slap in the face"
- A stream of galactic debris is hurtling at us, pulling dark matter along with it
- It's traveling so quickly it's been described as a hurricane of dark matter
- Scientists are excited to set their particle detectors at the onslffaught
Bernardo Kastrup proposes a new ontology he calls “idealism” built on panpsychism, the idea that everything in the universe contains consciousness. He solves problems with this philosophy by adding a new suggestion: The universal mind has dissociative identity disorder.
There’s a reason they call it the “hard problem.” Consciousness: Where is it? What is it? No one single perspective seems to be able to answer all the questions we have about consciousness. Now Bernardo Kastrup thinks he’s found one. He calls his ontology idealism, and according to idealism, all of us and all we perceive are manifestations of something very much like a cosmic-scale dissociative identity disorder (DID). He suggests there’s an all-encompassing universe-wide consciousness, it has multiple personalities, and we’re them.
Firefighters in California are still struggling to contain several wildfires nearly one week after they broke out.
- Hundreds of people are still missing after three wildfires spread across Northern and Southern California last week.
- 48 of the 50 deaths occurred after the Camp Fire blazed through the town of Paradise, north of Sacramento.
- On Tuesday night, a fourth wildfire broke out, though it's mostly contained.
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