Getting anywhere requires brown-nosing your way up the corporate ladder. It might be different in certain business groups, but more often than not, people will start something to get recognition and then kill it off before it becomes too difficult.
Success is based on what you say you can do, not what you have done.
These are pros if you think you can succeed in this environment:
The cafeteria is expensive. The company refuses to use modern development principles, and it's like moving mountains just to get people to use and understand Git. Everything moves at the speed of corporate.
The company is way too hierarchical, massive, and sluggish. No amount of "Transformations" will improve your agility when the culture itself has this mentality of promising but never delivering.
Phone Screening: At the very beginning of the stage. Tech + Behavioral: In one run, it was done. Final review and overall.
It was a multi-step process, starting with a phone screen where they asked some general behavioral questions and some low-level technical concepts. Then, there was a second round where I met with multiple interviewers and answered some coding questi
I was contacted only a few days after applying for a position on the Intel careers website. They wanted to start with a phone screen, which took roughly 20-30 minutes and involved technical questions mainly based on object-oriented programming. A we
Phone Screening: At the very beginning of the stage. Tech + Behavioral: In one run, it was done. Final review and overall.
It was a multi-step process, starting with a phone screen where they asked some general behavioral questions and some low-level technical concepts. Then, there was a second round where I met with multiple interviewers and answered some coding questi
I was contacted only a few days after applying for a position on the Intel careers website. They wanted to start with a phone screen, which took roughly 20-30 minutes and involved technical questions mainly based on object-oriented programming. A we