Strong company portfolio, competitive pay. The company preaches all the right things that would make employee job satisfaction number one. However, IT management does not attempt to practice these ideals at all.
Current management does not care to retain top performers and treats engineers as an expendable asset. Personal growth is not encouraged. Upward mobility and career advancement are not part of normal engineer job goals, much less even discussed.
Eradicate IT management staff. It's the only way to change the current morale and eliminate the negative image that has been formed by the current structure.
The first step was a phone interview. After a week, I went to have an on-site interview. It was a group interview, which had two parts. The first was about the UML diagram. The second was about scrambled codes.
Group interview. Collaborated with 3-4 other candidates to design an API and place code pieces in the correct order. We were asked questions about our process and the trade-offs and efficiency of our solutions.
I interviewed through a recruiter. It was a 1-hour technical video call. The interviewers were nice and cooperative. The interview process was: first 30 minutes were on resume and previous experience, and then a coding challenge.
The first step was a phone interview. After a week, I went to have an on-site interview. It was a group interview, which had two parts. The first was about the UML diagram. The second was about scrambled codes.
Group interview. Collaborated with 3-4 other candidates to design an API and place code pieces in the correct order. We were asked questions about our process and the trade-offs and efficiency of our solutions.
I interviewed through a recruiter. It was a 1-hour technical video call. The interviewers were nice and cooperative. The interview process was: first 30 minutes were on resume and previous experience, and then a coding challenge.