"The price of justice is eternal publicity." Arnold Bennett

Reorganization or Deception???

    

What Re-org and Changes to Focal Process Really Mean:

A dynamic company is likely to reorganize departments on an occasional basis in order to meet business demands, and dynamic companies frequently review their performance management process as well. But any current or former Intel employee knows the rate of change to process, departments, job categories and descriptions is downright abnormal. 

The average employee thinks that, yes, any large bureaucratic firm is likely to have reorganizations and processes that change regularly, so let’s take the example of annual Focal Review.  How often has the Focal process changed in the past five years?  On average the Focal process has changed at annual review and mid-year review once per year.  FACE Intel (FACEI) asks: does frequent change to the review process really reflect a healthy state of affairs? 

To answer the question we look at reorganization and job categories/descriptions. There have been dozens of reorganizations in the last five years and literally hundreds of changes to job descriptions and classifications.  FACEI asks: is this a healthy state of affairs? - or is there a darker motive involved?  

Perhaps Intel is a poorly managed and inefficiently organized corporation that cannot find stability for it’s business operations and there is a very high probability that this statement is at least partly true, but only partly. The fact is that constant reorganization/ reclassification and changes to the performance management process is symptomatic of the unfair treatment Intel doles out to average employees.  

Let’s analyze the ways.

1)      Isolation: reorganization prevents stable relationships from developing between employees; stable relationships between employees can lead to organization and resistance to management mandates at all levels.

2)      Confusion: while confusion hampers business at some levels, confusion benefits top management since confusion and uncertainty provides top brass with maximum leverage over middle management and the general workforce. Think of confusion as a form of intimidation where only the top people have an accurate view of things.  In other words, if a top manager knows what is really going on and underlings do not, then that top manager has a tremendous advantage overall.

3)      Separation: reorg and changes to the focal process allow for selective targeting of employees and groups of employees, through a separation process known to behavioral psychologists as, “divide and conquer”.  Divide and conquer is an extremely useful tool and is used to maintain control over groups of employees.

4)      Reaction: behavioral psychologists know that reorganization and changes to performance management will force the average employee to react. In an adverse business climate it is desirable to have employees operate from a position of great weakness and this weakness is characterized by reaction. 

5)      Weakness: as stated above, is indicated by reaction.  Strength is manifest in action. Employees must not be allowed to act or think independently, employees must not be allowed to act in times of adverse business conditions. Reorganization and changes to performance management will force employees to operate from a position of great weakness.

6)      Unfair Business Practice: when an organization operates from a position of bad faith then it becomes difficult or impossible for that corporation to reverse the trend. Reorganization easily masks unfair actions from management and provides a convenient platform for management complexity, and therefore subversion of the truth. 

Rhetorically, management must weigh the effect of bad faith actions on employee morale versus the benefit to their own ulterior motives whatever they may be.  In times of falling share prices and when a history of unfair business practice already exists, it is logical for management to leverage bad faith actions versus employees.      

7)      Legal: it is public knowledge that Intel may be certified in court for class action relating to misclassification of employees as exempt in order to defer or deny payment of overtime benefits to them; continual change to job descriptions and categories creates an extremely complex and premeditated foundation of unfair business practice from which Intel denies payment of overtime benefits to it’s misclassified “exempt” employees.  

8)      Turnover/ churn: over the years employees become so intimidated by constant reorganization and change to the performance review process that they take VSP or better yet {for the corporation} they just leave the company, and this is especially important during times of adverse business conditions when heads must roll. 

In brief: every reorganization and change to Focal underlines Intel’s deceitful tactic in creating a false perception of positive change, because Intel wants you to believe something good is happening when it is not!  Regardless of the myriad ways in which Intel implements the Focal process, the bottom line remains the same:  at least five percent of the workforce will be targeted and terrorized by management, then terminated. 

And in times of headcount reductions ten-to-twenty percent will be targeted, so the window dressing may change, but the product remains the same, with unjust and inhumane ranking and rating and employee termination as a result.

 

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