Good compensation & benefits if you have an upper hand.
Once you have accepted the offer and joined, it is quite difficult to move up or get appreciated, unless you are good at kissing up to succeed.
Lot of engineers with mediocre talent; perhaps the budget dictates the quality of people. Bureaucracy and process bog down everything. The first skill you should need is politics and how to derail others' work.
Cisco internal Pulse employee survey is meant to get candid feedback about their boss/management and Cisco. But it is one big phony trick. You will be forced to give positive feedback about your boss and senior management. If not, you will have to face the same consequence on your performance review, because the management will indirectly warn you that they have a mechanism to identify what the individual responses are.
We are developing a product for the past 4-5 years under the excuse that the customers absolutely rely on it for their day-to-day network operations. But in fact, there is only a handful of actual users using the system out of thousands of projected users, and we haven't even added any net new features for more than the past 2 years with a 20+ team just doing bug fixes, because the code and standards are so poor.
There is not much respect/value for engineering, which leads to high attrition. It is like a revolving door. I have seen more than 25 people come, join, and leave in my team alone.
Decided it's time to move on.
I had a phone screen with one of the leads, which moved on to an onsite interview. Scheduling took some time, which you can expect. For the onsite, I had four interviews: * One coding * One behavioral * One system design * A final HM round, which wa
The interview process spanned 4 hours. Each round lasted 45 minutes and included: * Two rounds of coding * One round of analytics There was also a manager round with general discussion. A lunch break was provided, during which I was accompanied b
The onsite interview involved a total of 5 people, including the team lead and the hiring manager. It took about 4 hours. They covered a wide range of topics, including coding, testing, CI/CD, and automation. I performed well in three of the inter
I had a phone screen with one of the leads, which moved on to an onsite interview. Scheduling took some time, which you can expect. For the onsite, I had four interviews: * One coding * One behavioral * One system design * A final HM round, which wa
The interview process spanned 4 hours. Each round lasted 45 minutes and included: * Two rounds of coding * One round of analytics There was also a manager round with general discussion. A lunch break was provided, during which I was accompanied b
The onsite interview involved a total of 5 people, including the team lead and the hiring manager. It took about 4 hours. They covered a wide range of topics, including coding, testing, CI/CD, and automation. I performed well in three of the inter