“…if we broke off the number of software engineers that we have, we’d be one of the largest software companies in the world. But when you think of Intel, people don’t necessarily equate that with developing software.”

Keith Molesworth
Global Channels Manager, Intel

Meet Keith Molesworth, the Global Channels Manager for Intel Corporation. It’s not a title you may have heard of, but as I learned in a recent interview, it’s an integral role within their staffing organization. Keith explains what his title means, discusses measurement, and shares his perspective on working for a company that operates in 50 countries and has over 81,000 employees.

continued from Part 1
So, can you tell me what a typical day is like for you?
My scope is global, so a lot of times I come in and have a bunch of emails from my colleagues in Europe and Asia who have been working for almost two days ahead of me at this point. I’m responding to questions, such as an issue with one of the channels, requests for information, or help with answering questions. Sometimes I’m receiving the email responses back to my queries or questions, or things that I needed to check up on but had waited until late Friday afternoon to get that information out. There’s a lot of information sharing that goes on through email. We do a lot of instant messaging as well, so if I come in early enough, I can usually catch my colleagues in Europe, Ireland, Israel, Russia, Germany and England.

Usually I’m working on a lot of presentations or about to deliver them. Actually tomorrow I’m presenting information about the channels dashboard to our sourcing group here in the United States. It’s basically a report on how channels were performing in Q1 and Q2, and taking in the group’s feedback as to how to improve what they can get from the dashboard and other ideas. Then there’s the vendor relationship aspect – exploring opportunities, talking to companies that are bringing in new technology that might be of interest to us. Maybe it’s a Twitter aggregator one day or a new niche job board the next; or, conversing with someone about what’s going on in Europe, Asia and Latin America. Any of those things could happen on any given day.

Wow. That doesn’t sound typical.
It’s an unusual day when I’m not talking to at least a couple of people outside of the company and at least two or three people that do not reside in the same country.
Are you a one-man band, so to speak? Are you the only person in your role?
The organization includes quite a mix of the other things that we do with staffing including the global employer referral program and marketing group. We’re all under the same umbrella, but there are two other people that are most closely connected with me that I work most closely with. They do a lot, from providing support to everyone in Staffing, working on communications and training to leading projects. I rely on them for so much. We’re a team within the team and we couldn’t accomplish much without them.
That’s got to at least be helpful.
It is. A lot of times the teams may have a manager who not only works at a different site, but a different country. I’ve had managers that were in Israel and Hong Kong, but the two people on my team literally sit across the hall. That does make it easier sometimes, to just turn around in my chair and yell across the hall, as opposed to an instant message, email or a phone call. That proximity is nice.
It’s nice when you can actually just pass a piece of paper, instead of having to rely on the technology to get a piece of paper across the Internet.
Yes. I’ve worked globally at Intel probably for the last 8 years where I’m on teams with people all over world. I know that if I don’t get in touch with them say before 10:00 in the morning, I’m not going to get an answer until tomorrow. It’s the same with Asia. If I do something in the morning, it’s going to be later in the day or the next day before I hear back from them. It’s just something I don’t even think about. I’m aware of where people are when I need an answer and it may take a day or two before we connect.
I would imagine you have to be pretty flexible with your schedule as well and sometimes work in the evenings and early in the morning.
Yes, especially when we were doing the dashboard project, which was a global team. We tried to accommodate everybody. A lot of times that means someone is suffering a late-night meeting or early morning meeting. We rotate that kind of stuff around to level out the pain.
Yes, spread the wealth. With that being said, let’s shift gears a little bit. Thinking globally, what trends are you seeing in today’s recruiting environment? Do you see anything that has changed over the past 10 years? Today, compared to even last year?

Yes. When I was doing this some years ago I was in the agencies. We used to get a box of resumes and would just sort through the box because the applicant tracking systems were so slow and hard to use. It was just easier to have paper and pass it around. Clearly, that’s not the case today. In the terms of recruitment, back then there was a call for the newspaper ad, which in the U.S. we really don’t do anymore. Globally there are places where it’s still accepted and expected to run newspaper ads. Even now in the U.S., I think we’re moving beyond the job board posting. We realized these new spaces with social media and our blogs are becoming more critical, especially when you look at the type of talent that we’re seeking. A lot of the people we’re hiring have master’s degrees, PhDs and years of experience, so they’re not likely sitting around necessarily looking for a job. We really have to reach out and try to find the passive seeker and connect with them, and I think the social media channels are the type of places where that’s happening right now. That’s been a big shift for us, especially in the last couple of years, of getting away from the kind of posting outreach we have with big job boards, and hoping for the best. We have to be more proactive in our reaching out to the passive candidate.

It’s interesting that when LinkedIn and other websites first came out, you questioned if they were really going to work. Now it’s a great tool to reach people that you really didn’t have access to before.
My concern now is the half-life of these social media venues such as MySpace, which seems to have moved to another direction in recent years. Facebook has kind of taken on the social networking “king of the mountain.” But I wonder, what’s the next one? Who’s going to be the next company that offers something better? I’ve tried to figure out what’s going to be the next thing.
There’s things, like FourSquare and MyTown. I think some of those applications you can do from a smart phone are going to be the next big thing.
Yes. Our priority right now is optimizing for smart phone use and being ready for that. You can utilize our site, but applying on a smart phone is something that we want to get to. A process that is just a few clicks and keystrokes as opposed to the whole application and figuring out how to do that, because you’re right. Everything you read talks about tablets or smart phones and the move away from the laptop. If you’re recruiting, you’ve got to be in the same places that job seekers are utilizing technology.
I mean when you see the statistics around how many people have a smart phone it’s staggering. Almost everybody has an email address so when you start looking globally at the market, it really blows up. It’s phenomenal to see the numbers. Europe is far beyond us in their cellular technology.
Yes, and we’ve had experiences where we talk to people in the U.S. about some of these mobile applications and technologies and we’re just not as familiar with it as they are in parts of Asia and in Europe. Everything is changing so fast, every couple of months. We talked about using QR codes 6 months ago and had to do a lot of explaining, now I see them in magazine ads and Sunday newspaper inserts every week.
Yes, I agree. Could you tell me a little bit about your membership with DirectEmployers and why you find it important to be a Member, and if you have a favorite benefit with the Association?
Sure. The compliance provided in terms of postings, to where we need to post, and the value makes the relationship nearly a no-brainer. The fact that you broadcast the postings out to so many other places also makes it really valuable for the price of admission. Just in these last few months, we took advantage of utilizing the survey and got some really good results. It was easy and we got to a group of companies that we wanted input from. I think you’ve been greatly helpful in terms of connecting companies together for sharing information in the industry, and the fact that the stated goal isn’t necessarily profit maximization is a lot more appealing. The value of the ROI that DirectEmployers provides is really top-level for all the information that you share and the connections that you allow. The resources in general are all really good.
Well thank you! I think sometimes people forget we are owned and managed by the Members. We were started by 20 companies that came together and said, “We need to provide solutions that are more efficient and effective. They’re going to benefit the employer and make it easier for the job seeker and the employers to connect. And we’re going to hire a staff to manage the day-to-day operations, but we own this group and once companies become a Member, they become an owner in the Association and they’re the ones that decide what we’re going to do and how we’re going to do it.” We just go about making it happen. We’re a non-profit, so all of those different things and dynamics are what make us so unique. I think sometimes people forget that I work for you – you’re my boss.
I think we were one of those 20 companies back in the day.
Oh, I think you were.
Actually, the relationship predates me. I’ve been working with Tom forever. I was here, but I really didn’t start working in this space until years after that. I think it’s just really interesting to see the differences. When you compare Intel to a government or a government agency somewhere versus an insurance company and all those different things. You get to find out that we all really have the same problems…
It’s true. People are people and you’re dealing with people, so you’re going to have the same types of interactions and stresses. If you can come together, Intel by yourselves…you’re pretty big. But if you have 500 Intels all together trying to make something work better, you’re going to be a lot more successful, and that’s what we contribute our success to. We have some of the most successful, recognizable organizations in the world working together to make things happen.
Well, that was really it, Keith. I really appreciate your time and all of your great information. It’s been a pleasure.
Thanks. It was nice talking to you too, Nancy.
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