They pay good hourly rates.
The full-time employees gang up against contractors. They harass the contractors in a systematic way so that they get fed up and leave. Then they hire Indian interns and make them slog, misusing the fact of visa dependency and the financial vulnerability of the interns. The interns are made to work over 15 hours per day.
The work culture in the Perceptual Computing group has gone to pieces. It's terribly rogue politics.
Do not hire experienced professionals, as your full-time employees will insult, abuse, and harass them into leaving.
Beware that your abuse of interns is known to the Department of Labor, and this will catch up to you someday, later or sooner.
Learn that your full-time employees are not apostles of truth. They are utter liars who are playing games endlessly to get rid of contractors.
If possible, try to acknowledge the hard work of the contractors. They are factually doing way better than those useless full-timers who are leaching Intel only for their benefits and money.
Perceptual Computing, wake up before losing more contractors to this abuse. This is only a straw that you will be officially complained to the Department of Labor.
Unfortunately, things don't always run smoothly, and you may find that your boss doesn't have the best management style. If this is the case, you need to make sure you deal with the situation appropriately. To help you out, we've come up with six t
The interview process was comprehensive and thorough. There were three rounds of interviews, each spaced one week apart. Written and verbal tests were also included. Every round had technical experts in different domains. In-depth domain knowledge
I participated in a round robin with several members of upper management. I was parked in a conference room, and individuals would come in to interview me. Later in the afternoon, I gave a presentation on a topic of my choosing to the entire team.
Unfortunately, things don't always run smoothly, and you may find that your boss doesn't have the best management style. If this is the case, you need to make sure you deal with the situation appropriately. To help you out, we've come up with six t
The interview process was comprehensive and thorough. There were three rounds of interviews, each spaced one week apart. Written and verbal tests were also included. Every round had technical experts in different domains. In-depth domain knowledge
I participated in a round robin with several members of upper management. I was parked in a conference room, and individuals would come in to interview me. Later in the afternoon, I gave a presentation on a topic of my choosing to the entire team.