Salary is great, and most people are nice to work with. Projects are interesting, and you can learn a lot.
They ask you to report health and safety issues when they train you and as part of the company policy, but when you report issues, they ban you from going to site instead of immediately addressing the hazards. This may not happen in all projects, but it certainly has happened to me. Project managers have too much authority and not much control. In real terms, progress matters more than safety. They sell close to prototype turbines for large projects with many problems and are always running to fix manufacturing issues; however, design engineers are already working on the next prototype because the market/company pushes them to do so. The company doesn't have the capacity to provide decent support to the recent models in construction. Instructions aren't up to date, nor do they reflect the latest designs, however, the projects need to still progress. They use contractors in their team, which they can replace. So, if they speak too loudly about the problems, this means that your job is on the line, and they will try to save money and make the engineer be a site manager if they can. Also, they extend your contracts every month or three months despite having work for a year in the same project, but why would they commit? I don't recommend working for GE in the wind sector, and generally, I would avoid working for any turbine manufacturer as they follow a similar philosophy due to market dynamics, and you have no stability whatsoever.
Employ long-term engineers, pay them correctly, don't fire them over profit, and lobby to change industry dynamics so everyone wins.
It was a comprehensive three-stage process, including general, HR, and technical rounds. The initial stage focused on overall suitability. The HR round assessed cultural fit. The technical stage tested specific skills and problem-solving abilities.
Very detailed technical questions regarding the field I would have been working in. For example, I applied to be a turbine engineer, a fresh graduate. They asked me the process of the Rankine Cycle. In addition, they also asked a couple of troublesho
The interview had two rounds. The first was screening, and the second was managerial. Initially, over the call, they discussed my basic information. Then, in the managerial round, we discussed responsibilities related to the offer.
It was a comprehensive three-stage process, including general, HR, and technical rounds. The initial stage focused on overall suitability. The HR round assessed cultural fit. The technical stage tested specific skills and problem-solving abilities.
Very detailed technical questions regarding the field I would have been working in. For example, I applied to be a turbine engineer, a fresh graduate. They asked me the process of the Rankine Cycle. In addition, they also asked a couple of troublesho
The interview had two rounds. The first was screening, and the second was managerial. Initially, over the call, they discussed my basic information. Then, in the managerial round, we discussed responsibilities related to the offer.