https://www.cnbc.com/2024/07/05/globalfoundries-hiring-as-semiconductor-chip-demand-rises.html
8 replies (most recent on top)
Chief People Officer Pradheepa Raman!!! I have more trust on notorious serial k i ll er Ted Bundy than any C person in Garbage Culteries
Run far away from GF, toxic culture, zero career growth, horrible leadership team. Existing employees and anyone thinking about joining GF don't do it. There is unethical stuff ongoing with execs daily and eventually the corrupt execs will get caught and nobody wants to be around those execs when things go down, guilty by association. Do yourself a favor and leave GF if already there or if considering joining GF don't do it.
GF is only good for fresh graduates to earn some experience before being able to apply elsewhere. If you want an actual real career that’s follows logical growth trajectory and progression based of effort and merit well then you must go elsewhere. GF is simply not that place.
@@zcq+1tn4EBpa You nailed it dude!
@g-p+1tn4EBpa
What do you expect from the laughingstock of the semiconductor industry? GF has been a cult of mediocrity since its inception in 2009, failing to develop a single successful node. Sure, 22FDSOI (aka 22FDX-[a-z] was the first and last node they managed to bring to M5 maturity, but that took a staggering six years.
With a toxic culture, lack of vision, and zero accountability, it's no wonder there's an exodus of talent from the Santa Clara, Malta and Austin sites, and new grads at Sofia and Banglore sites treat their time here like a pit stop before moving on to better opportunities. GF will continue to be the place top talent avoids like the plague.
Didn’t they say something like this last time. Literally no layoffs will occur and then 2-3 months later guess what! Surprise su-kas!
GF has always neglected the following.:
Employe Development
Employe Cultivation
Employee Retention.
GF's current hiring activity is merely rotating in cheaper labor costs during a need for warm bodies. They will in turn, get rid of more experienced and costly employees. Current employees with 5-10 years, your value to GF is diminishing.
Despite the widespread talent shortage in the semiconductor industry, GF has been identified as one of the least desirable companies to work for. This reputation is primarily due to a toxic corporate culture, a lack of clear vision, and insufficient accountability and responsibility at all levels of the organization. These issues have significantly impacted our ability to attract and retain top talent. Employees at GF frequently report a hostile work environment, marked by poor communication, lack of support, and pervasive negativity. This culture has eroded morale and diminished employee engagement and productivity.
Additionally, GF's strategic direction is often unclear or misaligned with market demands. This lack of vision results in inconsistent priorities and a reactive rather than proactive approach to industry changes, making it difficult for employees to see long-term growth opportunities within the company. There is a notable absence of accountability and responsibility within GF’s management structure. Decision-making processes are often opaque, and there is little follow-through on initiatives. This leads to frustration among employees, who feel their efforts are neither recognized nor rewarded. Notably, there has been a significant departure of talent from both the Santa Clara and Malta sites. High-performing employees are leaving in search of better opportunities, citing the aforementioned issues as their primary reasons for departure.
The India site, which has traditionally attracted new graduates, is experiencing a high turnover rate. Many new hires are using GF as a temporary training ground, leaving after a year for positions at more reputable companies. This trend highlights the company's failure to retain and develop young talent effectively. GF must urgently address its toxic culture, refine its strategic vision, and implement robust accountability measures to stem the ongoing talent drain. By creating a more supportive and transparent work environment, the company can improve employee satisfaction and retention, ensuring long-term success in the competitive semiconductor industry. Recommendations include conducting an internal culture audit to identify specific areas of toxicity and implement targeted interventions, developing a clear and compelling strategic vision that aligns with market trends and communicates this vision consistently across all levels of the organization, and establishing clear accountability structures to ensure all employees understand their roles and responsibilities. By taking these steps, GF can begin to rebuild its reputation and become a more attractive employer for top talent in the semiconductor field.