Well-known company. State-of-the-art technologies. Great in-house training for employees.
Too many meetings, too many emails, meetings during evening hours and weekends.
The dispersed workforce across different continents squeezes meetings into family hours and makes work/life balance a challenge.
The annual performance review system causes headaches for both management and individual contributors.
Aggressive head-count reduction goals, not so distantly following overwhelming hiring frenzies, make people speculate about poor personnel planning at the upper management level. I had personally heard stories about new hires being compensated for tens of thousands of dollars for relocation and signing bonuses, only to find out the position was eliminated as part of head-count reduction after only two months on the job.
It was over a decade ago, and mine was not a typical hiring process. I had specialized domain knowledge that is rare in India. The hiring manager knew me and sought me out through a headhunter. Hence, it was a simple conversation—not an interview!
Contacted first by a recruiter, followed by a four-hour on-site interview. No phone screen.
I received a call from HR. There was a 1.5-hour phone screening, after which I was invited on-site to Folsom. The interview process included four rounds and a lunch with the team. I received the results just two days after the interview.
It was over a decade ago, and mine was not a typical hiring process. I had specialized domain knowledge that is rare in India. The hiring manager knew me and sought me out through a headhunter. Hence, it was a simple conversation—not an interview!
Contacted first by a recruiter, followed by a four-hour on-site interview. No phone screen.
I received a call from HR. There was a 1.5-hour phone screening, after which I was invited on-site to Folsom. The interview process included four rounds and a lunch with the team. I received the results just two days after the interview.