Intel is killing their employees!!! Story inside
wonder_...@yahoo.com
By: Gaju's Friend
On January 14, 1997 at around 4:30PM, Mr. Gajanana (Gaju) Nadoli, Phd.
committed suicide by hanging himself in his
home. Gaju was the model immigrant story. He came to the United States
virtually with no money except an admission to
the graduate studies program at the University of Central Florida. Gaju
graduated with both a Masters of Science and
Doctorate of Science in Industrial Engineering. Gaju received many honors,
including membership in scholastic
societies Tau Beta Pi, Alpha Pi Mu and Phi Kappa Phi, plus the outstanding
researcher award for 1990. How could a life
of so much promise end so tragically
Gaju was recruited by many manufacturing companies but chose to join the
ranks of Intel Corporation at their Chandler, Arizona plant in October 1990
as a Senior Manufacturing Systems Engineer. Gaju's wife Rekha, also an
engineer, became employed by Intel in Chandler after the birth of their son.
With total dedication to their work and a high standard of professional
ethics they were happily enjoying their joint career success at Intel. Their
family life and marriage was full of love and a model for others seeking the
same joy.
However, this fairy tale came to a very sad end on the 14th of January
1997. As with every fairy tale, there is a villain. In this case it is a
pair of hard-hearted, self-serving managers. These two Intel managers drove
Gaju to his eventual death by the HARASSING and BADGERING management
techniques condoned by their employer, Intel Corporation. Their behavior
became so unbearable to Gaju that he was willing to quit the job he had
previously enjoyed. Gaju submitted his resignation on the 6th of January
1997, but his managers did not accept his resignation. Instead, they chose to
further humiliate Gaju by FIRING him. These managers, with the apparent
support of Intel's Human Resource department and senior management, asked
him to leave the company on January 10, 1997.
But why did Gaju, a man with many reasons to live, commit suicide? Gaju was
a strong man with strong convictions and much integrity. He was incapable of
accepting or committing fraud or deception for any reason. The core issue was
the fact his managers, Karl Kempf and Nimish Shah, were forcing him to voice
his support and publicly accept a software program (an automatic scheduling
system) from a company called ASI.
Intel themselves had developed an in-house scheduling system called
WAMSHUI. The internal software, WAMSHUI, met the manufacturing needs and
there was a lot of overlap between the internal software and the ASI
software. One of Gaju's tasks as a project manager while at Intel was to
establish a Return On Investment for the ASI software. A task he could not
endorse or complete after researching the facts.
Gaju knew that the Intel manufacturing group in Oregon had clearly
expressed their intentions NOT to use the ASI software. Gaju was in deep
conflict about the ASI scheduling software and WAMSHUI. He conveyed to his
managers that in his professional opinion there was no justification for the
ASI software. This did not, however, prevent his management chain from
pursuing the purchase of the ASI software. Despite Gaju's rejection of ASI
software, by management directive a group of engineers from Chandler and
Oregon visited ASI in December 1996 to buy the ASI scheduling software.
During this time, late 1996, Gaju was under the scrutiny of his managers
for specific performance requirements. These managers were using a predatory
technique Intel refers to as a "Corrective Action Plan". This technique is
used by managers lacking in skills, compassion or understanding and who
desire to participate in office politics and be "one of the boys". These
impotent managers employ untenable tactics in an effort to demonstrate their
power and position to subordinates and upper management.
Gaju was now going down day by day. He often spoke to his wife Rekha about
his concerns for the purchase and use of ASI versus WAMSHUI. Rekha became
concerned For Gaju's health and telephoned Karl Kempf, one of Gaju's
managers, in December 1996 and requested TIME OFF for Gaju. Rekha
specifically mentioned that Gaju was experiencing a lot of stress and also
mentioned that Gaju was beginning to say, "life is not worth living." Karl's
callous reply to Rekha, "... it was far fetched". He went on to say,
"Corrective Action Plans should be administered for a definite period of time
and time off cannot be given." This was a further demonstration of an
insensitive and uncaring corporate management system that enables hapless
managers to hide their own incompetence. Does Intel's rules and regulations
prevent employees from taking time off for medical reasons? Of course not,
but this sort of abuse of position is all too typical of the performance of
many junior managers at Intel.
Gaju had also requested from his other manager, Nimish, to be reassigned to
another project while working under the Corrective Action Plan. Nimish Shah
refused to reassign Gaju to another project, despite Gaju's expressed
concerns about his inability to complete his task to the managers
expectations. In other words, to "rubber stamp" their decision to purchase
the ASI software. Why were Gaju's managers adamant about not reassigning Gaju
to another project or group? What were their real motivations? They hardly
appeared to be managers wanting to assist a subordinate toward improved
performance, or even human beings wanting to ensure the health and happiness
of another human being.
In the months since Gaju's tragic death, it has been reported that the
scheduling software project has not progressed.
Yet, this was one of the strategic projects for the Components Automation
Group in Chandler. So strategic that Gaju
could not be reassigned.
Gaju had no problems in competing with other employees at Intel from 1990
through 1996. He seemed to be at par or exceeding his peers in the annual
performance review. Gaju published over sixteen technical/journal papers.
Seven were published while Gaju was employed by Intel and presented at
various professional conferences. Gaju received many recognitions and honors
while at Intel, including Divisional recognition award for material handling
system design and implementation project and an achievement award for
contributing to the implementation of the F11-852 AMHS system. Gaju's wife
Rekha has resigned from Intel and is now employed by another semiconductor
company.
Why have I written the story of Gaju's tragedy? Because it is time to
expose Intel and it's management. Intel's management is so obsessed with
"faster, cheaper, better" that it seemingly does not care if their employees
suffer from nervous breakdowns, suicides and other personal tragedies which
shatter individuals and families lives forever. Today we know of three
employees that have committed suicide in the Chandler, Arizona plant this
year, 1997, alone! These are not first tragedies at Intel and will not be
the last either. We can stop the harassment only by taking an action against
it.
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