Unlimited vacation, amazing health insurance.
Qualcomm was an industry leader of innovation for a long time. Because of this, employees have been conditioned to believe they're the best.
They're really quite mediocre, yet they act like they are better than others. The management consists of engineers internally promoted into management. Stay there long enough, and you become Director, Sr. Director, VP, President, etc.
The majority of management has no leadership experience outside of Qualcomm, and Qualcomm doesn't value training its management. The result is poor leadership that doesn't understand the importance of diversity of thought.
The monetary compensation/benefits (salary, bonus, RSUs) are not as competitive as they used to be. The culture has continually degraded over the last decade.
A decade ago, there was much more innovation happening at all levels. Everyone seemed happy around campus and enjoyed talking to each other, and the company provided much more for the employees. After the major 2015 layoffs, people started staying in their offices. The fun seemed gone and has never returned. Many fun innovation initiatives were cut. Opportunities provided by Qualcomm for team building among colleagues practically went away.
Learn how to lead.
Interviews were conducted with HR and five technology team leads. Questions covered experience and skills, including algorithm development. Discussions also addressed best practices, development infrastructure, and tool chains. Questions were aske
Phone interview (about 1 hour, very technical) On-site interview: very friendly
A super technical interview was conducted with six technical individuals and one recruiter. In most cases, the interviewers finished on time and did set aside time for Q&A. Each slot included technical questions on background, a C question, and a p
Interviews were conducted with HR and five technology team leads. Questions covered experience and skills, including algorithm development. Discussions also addressed best practices, development infrastructure, and tool chains. Questions were aske
Phone interview (about 1 hour, very technical) On-site interview: very friendly
A super technical interview was conducted with six technical individuals and one recruiter. In most cases, the interviewers finished on time and did set aside time for Q&A. Each slot included technical questions on background, a C question, and a p