As a private company, the company now has a more long-term outlook. This is much different than when it was public, and especially post-2007.
Relentless focus on results is good, but there is still too much focus on leaders who deliver results only, versus delivering results the right way. There's a ways still to go here.
Openly reward leaders who get results the right way, and conversely, openly take action on leaders who do not. Particularly those who deliver results but don't do it the right way.
Make these actions public (job moves, demotions, etc.).
The interview was conducted on a school campus, so Dell came to me. It was a one-on-one session that consisted of an explanation of the upcoming duties of the position, as well as a run-through of current technology architectures in computing.
1. Contacted by HR. 2. Interviews arranged. 3. Took weeks for rejection response.
The interview process was very organized. It consisted of three rounds: * General aptitude * Technical round * HR round Questions posed tested the individual's skills in both technical and non-technical areas.
The interview was conducted on a school campus, so Dell came to me. It was a one-on-one session that consisted of an explanation of the upcoming duties of the position, as well as a run-through of current technology architectures in computing.
1. Contacted by HR. 2. Interviews arranged. 3. Took weeks for rejection response.
The interview process was very organized. It consisted of three rounds: * General aptitude * Technical round * HR round Questions posed tested the individual's skills in both technical and non-technical areas.