A very high percentage of people are very qualified for their jobs. Everyone knows that everyone else can be trusted to get work done, and this creates a great "flow" for projects.
This is in contrast to most other places I've been, where there is always someone on each team that isn't carrying their weight.
The management is generally light and easy-going (in my experience), and people just do their jobs.
There seems to be a genuine effort to improve employee skills. I have no doubt this is simply for the company's sake and not due to love for the employees, but it's nice nonetheless.
The side-effect of everyone being good (and everyone else knowing it) is that there is a lot of pressure to not disappoint anyone.
The side-effect of less management is that feedback is hard to get, and good performance and hard work can go unnoticed and unappreciated.
A focus on technical expertise means that there is less focus on soft skills. Many managers are not good enough at managing people, even though they are very good with the technical side of things.
Culture encourages one to give up the rest of his/her life for their job.
Despite the initial utopian feel and propaganda, it's just a really rich company with a lot of smart people. It still IS a company and has the same stupid politics, competitiveness, and issues you find everywhere else.
I've had a few bad experiences, but I don't see how senior management could be doing a better job.
I had four off-site phone interviews and one on-site interview. I went through the whole process twice. The recruiter the last time was high-pressure and kept repeating how they actually wanted two or more answers done per 40 minutes on-site. It fel
The interview process began with a technical phone screen, followed by an onsite interview in Mountain View. Most of the people I met were quite pleasant. I interviewed with five engineers during the onsite. The last one, however, seemed less impre
The process was pretty straightforward. I scheduled an onsite interview with HR. It involved typical whiteboard problems that quizzed me about various algorithms and data structures. There were five total interviews, followed by a lunch with one of t
I had four off-site phone interviews and one on-site interview. I went through the whole process twice. The recruiter the last time was high-pressure and kept repeating how they actually wanted two or more answers done per 40 minutes on-site. It fel
The interview process began with a technical phone screen, followed by an onsite interview in Mountain View. Most of the people I met were quite pleasant. I interviewed with five engineers during the onsite. The last one, however, seemed less impre
The process was pretty straightforward. I scheduled an onsite interview with HR. It involved typical whiteboard problems that quizzed me about various algorithms and data structures. There were five total interviews, followed by a lunch with one of t