Sounded like a good change in management with the latest merger. Liked the emphasis on culture. Decent RIF package.
I was told our product had no overlap with Nokia SW, same for the sizing of our group and profit margins. Instead, they RIF'd the whole group, including direct management. We're told positions were eliminated in paperwork. Instead, they tried to replace them with contractors with no benefits. Customers felt betrayed; some already left. The product service was left in ruins. They wanted to hire me back after 6 months, with no benefits and no W2.
Your employees are your greatest asset. You can't replace decades of knowledge with new contractors. Screwed your customers on the process. Nice loyalty.
- Telephonic interview - 2 Technical interviews - 1 HR Round
Over my resume and asked some programming questions. Talk about what you can do for this job. Write some Java class on the whiteboard. I got some typos, but he didn't mind.
It was good, with one technical round and one manager round, followed by an HR round. They mainly focused on candidates who were ready to adapt new technologies like React or any frontend framework. I had knowledge of frontend, so it was easy to crac
- Telephonic interview - 2 Technical interviews - 1 HR Round
Over my resume and asked some programming questions. Talk about what you can do for this job. Write some Java class on the whiteboard. I got some typos, but he didn't mind.
It was good, with one technical round and one manager round, followed by an HR round. They mainly focused on candidates who were ready to adapt new technologies like React or any frontend framework. I had knowledge of frontend, so it was easy to crac