Good compensation scheme.
Supportive local management.
Reasonable technical training opportunities.
Constant reorganizations and plenty of "process".
Unreasonable investment of time required for administrative tasks.
Constant changes in strategic direction.
Quarterly reductions in force are a way of life.
Staff spend too much time looking over their shoulder and not enough effort moving the ball down the field.
Look beyond the monthly and quarterly metrics.
I was referred by an employee. There was one face-to-face interview with the hiring manager and local staff. This was followed by a one-and-a-half-hour interview with the regional director. I was on-boarded from the first interview to my first day
I had three interviews. I received a touch from LinkedIn. First was the HM. Second was the engineer manager. Third was the regional officer. All interviewers were very kind and friendly. For all interviews, I wanted to join Verizon.
GD-Technical Interview-HR discussion The technical interview will be mostly based on core concepts and case scenarios. Many questions were based on AI and tools used for automation and analytics.
I was referred by an employee. There was one face-to-face interview with the hiring manager and local staff. This was followed by a one-and-a-half-hour interview with the regional director. I was on-boarded from the first interview to my first day
I had three interviews. I received a touch from LinkedIn. First was the HM. Second was the engineer manager. Third was the regional officer. All interviewers were very kind and friendly. For all interviews, I wanted to join Verizon.
GD-Technical Interview-HR discussion The technical interview will be mostly based on core concepts and case scenarios. Many questions were based on AI and tools used for automation and analytics.