It all depends on the manager/group you get in. Some (if you are lucky) are beautiful people who will nourish you, but others are apple polishers with management. It is their way or the highway.
Managers are out of tune with reality.
Most are whip masters and consider managing to be status reports for the sake of status reports.
Watch out for technically weak managers; they are clueless and create favoritism, which leads to resentments in the group. Especially watch out for the manager who thinks she is technical, but the last time they did anything technical was 15 years ago. They are the worst.
No real team-work environment. Just one or two people in each group doing solo things and managers in their pockets. The rest are just to fill the void.
Compensation is the worst in the Bay Area. I was getting $115k a year for Senior Software Engineer, and for that, I had to fight hard. Although in the Bay Area, this is peanuts. After paying rent and supporting a family of four, there was zero left.
No bonus or pay raises.
Very few innovations are happening, and that too only in a few groups, done by a handful of people. The rest are really old Sun folks waiting for retirement.
This is a graveyard for your career; there is no upward career path. It is better to work, leave, and then come back at a better role/pay than it is to stay and move up (not gonna happen).
If you want a cushy job and your career to hit the brakes, this is the perfect place to be.
Remove the culture of favoring two people in the group and muffling the rest.
First line managers and directors are out of touch with new management changes in the past few years.
Require more up-to-date training from management.
Also, most directors you don't even see around except once a year.
Directors should be more in touch with their teams and not just make managers the only point of contact with the team they are directing. This is not a monarchy.
But unfortunately, from Larry down to directors and managers, this is how this company is structured and behaves.
The recruiter set up the phone interview with the hiring manager. The problem was to implement an in-memory view counting system. The requirement was to return the accumulated count per hour for the requested hour in the last 24 hours. The manager in
I found out about the job through a referral and was fast-tracked through to the onsite stage. The bulk of the interview was four hours of dehumanizing, humiliating, and frustrating whiteboard coding exercises conducted by different members of the t
Initially, there was a phone screen by a recruiter, followed by a phone interview. I had four one-on-one interviews onsite: * Three technical rounds * One behavioral round They were not very tough. At the end of the process, I spoke with the
The recruiter set up the phone interview with the hiring manager. The problem was to implement an in-memory view counting system. The requirement was to return the accumulated count per hour for the requested hour in the last 24 hours. The manager in
I found out about the job through a referral and was fast-tracked through to the onsite stage. The bulk of the interview was four hours of dehumanizing, humiliating, and frustrating whiteboard coding exercises conducted by different members of the t
Initially, there was a phone screen by a recruiter, followed by a phone interview. I had four one-on-one interviews onsite: * Three technical rounds * One behavioral round They were not very tough. At the end of the process, I spoke with the