They have the capital to research ideas and develop new products.
There are always interesting programs to work on.
They have many talented people.
Way too many layers of management. Lots of institutional inertia. Too many managers of engineers with little to no experience in the area that they are managing.
Programs get cut with little rhyme or reason.
Try to reduce the number of layers between decision makers and individual contributors. The message (top-down and bottom-up) seems to get lost.
Two-day interview sessions with eight senior or higher engineering managers and an HR manager.
The interview was focused mainly on projects and internships. They also asked questions about manufacturing processes like blow moulding, punching, and blanking, and some basic SOM and machine design questions.
CV shortlisting, interview by team member, then manager, and then one-on-one with the manager. HR round, experience sharing, expertise gap identification. Phone interview via Webex. Lot of dialogue with the new group and peers. Short presentation o
Two-day interview sessions with eight senior or higher engineering managers and an HR manager.
The interview was focused mainly on projects and internships. They also asked questions about manufacturing processes like blow moulding, punching, and blanking, and some basic SOM and machine design questions.
CV shortlisting, interview by team member, then manager, and then one-on-one with the manager. HR round, experience sharing, expertise gap identification. Phone interview via Webex. Lot of dialogue with the new group and peers. Short presentation o