Intuit is overall a great company. The pay and benefits are very good, though still below the top software companies, but the hiring bar is also significantly lower than at Google, Facebook, etc. The MTV and San Diego offices have very competent teams, successful products, and manage to find ways to innovate even in such a regulated industry as tax and small business accounting. Most employees have high integrity, truly believe in the company's values, and respect their coworkers.
All pros described above are nonexistent in the Plano office due to incompetent middle management.
Every time you think they've already hit the absolute low, they prove you wrong.
In the past couple of years, all middle management has been hired based on their nationality and not professional expertise. This leads to a chain reaction, as the same hiring practices propagate to the lower levels as well.
Plano does not hire any full-time engineers directly anymore. Instead, contractors from shady recruiting companies are hired, and if they prove themselves at social gatherings outside of work and happy hour sessions with the management, they are retained or promoted.
Coincidentally, there is no diversity among the new hires, and I wonder how this does not trigger a red flag with HR.
Plano middle management survives by bullying its employees to provide positive reviews on the employee survey. Managers use their 1-on-1 meetings to go over individual comments in the survey, trying to figure out who said what. If an employee has a concern, they are encouraged to leave Intuit.
Some managers push their employees to work overtime, while they themselves abuse vacation/work-from-home policies to the greatest possible extent, taking multiple weeks off a few times during the same year or "working" from other countries while being offline the entire time.
Credit is taken from people who work hard without a second thought. Managers take credit for work which was done even before they joined Intuit.
If somebody raises a concern, they are involuntarily pushed to other teams or forced to leave the company due to frustration.
All of the above negates the positive things in Plano, which still has a number of very competent people who are unfortunately individual contributors without much say.
Get rid of Plano middle management, excluding a few exceptions, and hire new technical leadership which follows current industry trends.
I had my first Java technical interview on a video call. The questions were basic - about OOP, exceptions, async calls, Spring IOC, and certain Spring annotations. After that, I received a task and three days to do it. The task was about building a q
I was reached out to by an awesome Intuit Recruiter, Aleksandra Kesser, on LinkedIn. **Round 1: Standard Phone Screen** Questions on Data Structures and Algorithms. After the Tech Screen Round, the next step was the "craft round," which consisted o
Craft demo interview: Intuit shares an open-ended problem with you, for which you have to create a working explanation and also give a code walkthrough to the interview panel.
I had my first Java technical interview on a video call. The questions were basic - about OOP, exceptions, async calls, Spring IOC, and certain Spring annotations. After that, I received a task and three days to do it. The task was about building a q
I was reached out to by an awesome Intuit Recruiter, Aleksandra Kesser, on LinkedIn. **Round 1: Standard Phone Screen** Questions on Data Structures and Algorithms. After the Tech Screen Round, the next step was the "craft round," which consisted o
Craft demo interview: Intuit shares an open-ended problem with you, for which you have to create a working explanation and also give a code walkthrough to the interview panel.