The company is not exactly good at noticing good performance unless it's super visible to management. For example, it's hard to get better opportunities.
Very often, quality is a lower priority than feature work. So it's not exactly easy to do anything to make a great product.
Actually start firing people. A "no firing" policy isn't exactly healthy. If somebody succeeds in delivering a good project, promote them. If somebody keeps failing projects (I'm talking about mid-level managers), actually don't let them run new important projects.
4-5 people perform the interview. Normally it is a line manager, HR, and a couple of representatives of the team (QA in my case). Line manager talks about general things such as behavior, methodologies, etc. HR talks about compensation, etc. QA peop
After a phone screen, I came onsite to interview. The interview was standard software engineering questions. One of the interviewers spent the entire interview texting on their phone, which seemed awfully rude. After that interview, the recruiter cal
The interview was about technical knowledge on cloud and overall work experience. The interviewer asked more about concepts of cloud infrastructure and networking. He also asked behavioral questions related to past work experience.
4-5 people perform the interview. Normally it is a line manager, HR, and a couple of representatives of the team (QA in my case). Line manager talks about general things such as behavior, methodologies, etc. HR talks about compensation, etc. QA peop
After a phone screen, I came onsite to interview. The interview was standard software engineering questions. One of the interviewers spent the entire interview texting on their phone, which seemed awfully rude. After that interview, the recruiter cal
The interview was about technical knowledge on cloud and overall work experience. The interviewer asked more about concepts of cloud infrastructure and networking. He also asked behavioral questions related to past work experience.