Micron Technology’s Inclusive Culture Powers Engagement and Belonging
Clare Sim
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As a manufacturer of memory and storage solutions, Micron Technology aims to ‘transform how the world uses information to enrich life for all’. But it isn’t forgetting its people – and has created a trust culture for all too.
At Great Place To Work®, we define “For All” as an unwavering commitment to equity of representation, compensation, opportunity, and well-being for all people. Years of investment into its people has seen Micron Technology listed on the Best Workplaces List in SingaporeTM for 6 consecutive years. During this period, its engagement results increased from 68% in 2018 to 88% in 2024.
Micron Technology’s Director of Regional Business Partner David Seah says, “Our partnership with Great Place To Work has been a catalyst for our transformation in employee engagement and workplace culture.” In this feature, we speak to him to find out more about the company’s transformation.
In its most recent Trust IndexTM survey, many Micron employees say Micron’s Employee Stock Purchase Plan (ESPP) makes it a great workplace. The ESPP is an equity program that allows all employees to use a portion of their salaries to purchase Micron’s stock at a 15% discount. It covers the financial portion of Micron’s holistic approach to well-being, which also includes physical, social, and mental well-being.
“Purchasing Micron’s stock gives employees a sense of ownership and belonging in the company. After we started the programme, it gained traction and team members liked it. As we looked into continuously improving, we increased the percentage in their salaries team members can use to contribute and participate,” David says.
A study done within a multi-national company in the UK¹affirms that employees who joined an ESPP have lower turnover intentions and do less on-the-job search than others. They put in greater work effort, longer hours, and have lower absence rates than other employees who did not join the plan. This is because they have stronger loyalty and sense of co-ownership.
Micron’s employees who say they receive a fair share of profits increased 22% from 2018 to 2024, outperforming the average for Best Workplaces in Singapore and leaving typical workplaces in Singapore in the dust.
“When employees thrive, Micron thrives. Micron’s compensation programs are designed to support team members’ financial and personal well-being by providing a valuable return for their contributions to the company. With the ESPP, when we see our stock value increase, team members can see that what they have invested in earlier on are bringing bigger profits to them as well,” David adds.
Besides financial well-being, Micron is creating social and mental well-being for its employees. The past 6 years saw a 20% increase in employees saying they can be themselves at work, and employees experiencing psychological safety at work has shown a corresponding improvement, at 26%. It’s an encouraging sign of Micron creating a culture for all – ensuring that everyone works in a great workplace, regardless of who they are or what they do.
One way Micron does this is to start with psychological safety training for its leaders. “Leaders have to put their boots on the ground, to have awareness and to encourage team members to participate. We want to promote transparency and an open culture, so that people can bring things up without having a defensive barrier where things will be put against them,” David says. “We are seeing team members more willing to speak up after years of training.”
People speaking up is exactly what Micron wants. David believes that every voice plays a part in bringing new innovation and ideas on the table.
In its bid to build a talent pipeline for all, it partners with Yayasan Mendaki to provide the Mendaki Micron Scholarship for Malay students in polytechnic institutions. Students in secondary school can also join the Micron Chip Camp – a three-day programme providing all students the chance to dabble in hands-on STEM (Science, Technology, Engineering, and Mathematics) learning opportunities.
Micron also responded to employee feedback by increasing its Employee Resource Groups (ERGs) and interest groups over the past 6 years. While ERGs follow Micron’s global Culture and Inclusion framework, interest groups are formed more organically by employees. David says, “Back in 2018, we started out with 1 ERG, 4 committees, and no interest groups. Now we have 6 ERGs, over 20 committees, and over 30 interest groups. Where we are today was formed over years. Along the way and from the survey results, we realised that we are lacking in certain areas and we looked into how to put in some of the recommended solutions. That’s how ERG committees and interest groups have thrived over the years.”
David observes that Micron is seeing stronger collaboration and innovation, with employees getting to know each other through these groups. “It’s only when our people thrive that Micron can thrive and do more for our community,” he says.
In 2023, Micron received the Inaugural Corporate Excellence Awards by Mentoring SG, recognising its commitment to mentoring as more than just an initiative. Mentoring has significantly impacted both mentors and mentees, improving cross-functional collaboration, problem-solving capabilities, and a sense of community.
This is evident in an employee’s feedback shared in the latest Trust Index Survey: “I would like to thank my supervisor and mentor Theven in providing endless guidance and support. He has been an instrumental figure for our team in coaching, most importantly he has provided me a great place to work.”
In 2024, Micron Singapore formed more than 600 mentoring relationships and gave out more than 400 badges to mentors to recognise their contributions. Its global Workday infrastructure makes it easy for employees to join the mentoring network and form mentoring relationships within Singapore and even across countries.
“The ability to connect with mentors outside one’s immediate team has provided employees with a broader development opportunity. Employees volunteer themselves on the Workday system by declaring if they’re a mentee or mentor. I’ve mentored a few from Singapore and some external mentees. I’m also being mentored by somebody from another country,” David shares.
Some of the internal mentoring pathways available are:
When engagement scores improve, we have better retention. Looking at our attrition data over the last five years, we achieved record-high retention last year. We are reaping the rewards of engagement and trust between our leaders and team members.
– David Seah, Director of Regional Business Partner, Micron Technology
The well-being of team members strongly correlates to retention. By actively involving its senior leaders and listening to its employees, Micron has seen its engagement improve steadily over the years to become the highest in the semi-conductor business. It has built a great workplace where team members are engaged, fuelling business success and meaningful societal impact.
