The best part of the job was working with my coworkers. Everyone I ever interacted with was inclusive and genuinely seemed to care about everyone. We had a lot of fun together and built some great products at times.
Decent health care coverage options and 401k matching.
Management has abandoned all hope of promoting from within. In a call with an L6 director, we were actually told that if we weren't happy with waiting until things improved for opportunities for upward mobility, we should interview elsewhere.
Even before the recent slump in sales (and subsequent tank of the stock from over $350 to around $100), the goalposts were moved every review cycle. Promotions are graded on a curve, so unless you abandon your personal life, don't expect recognition in the way of merit-based grants or promotions.
Pay is average, at best. After years of ~1% raises (not even enough to match inflation), I was shocked that when I re-entered the job market, I was able to get a 25% bump in pay.
Upper management is insistent that everybody be in the office. No exceptions.
They're offering a hybrid model now, but I wouldn't be surprised to hear it change to full-time in the office within the next year. C-level management doesn't believe in remote productivity and insists the culture can only be maintained in-person.
Turnover is insane. I thought it was crazy when I started that the average tenure of employees was about 2 years. It's even shorter now!
A lack of investment in those who are in the door can be directly blamed for the high turnover.
Stop moving the goalposts for promotions.
Pay employees what they're worth.
Provide some flexibility in work-from-home.
You'll never be able to retain top talent without taking care of your employees.
I felt taken care of my first year, but additional stock grants that were hinted at never came. Merit increases were non-existent. Promotions only happened for the select few who don't believe in work/life balance.
I get that it's hard to focus on employees when the bottom line is struggling so much, but you'll never be able to keep the company stable without keeping existing employees happy.
And finally, actually show action towards resolving the pain points highlighted in the pulse surveys. Nobody below L5 ever believes anything will happen based on the surveys. Change that perception.
I had one phone interview and one onsite interview. The onsite interview consisted of four rounds: three with software engineers and one with the director of the team. The first three software engineers asked technical questions. The director seemed
Initial call with the recruiter. This was followed by a phone interview round with coding on a shared editor (CoderPad). Problems were of algorithms (language of choice), design patterns (PHP), and debugging (SQL). Each round had a panel of 2 intervi
Code Assessment - 90 mins * 1 behavioral round - 30 mins * 1 Application Design round - focused on LLD. Expectations include object modeling, class diagrams, API design, and SQL queries. * 1 Coding round - Object-oriented code implementation.
I had one phone interview and one onsite interview. The onsite interview consisted of four rounds: three with software engineers and one with the director of the team. The first three software engineers asked technical questions. The director seemed
Initial call with the recruiter. This was followed by a phone interview round with coding on a shared editor (CoderPad). Problems were of algorithms (language of choice), design patterns (PHP), and debugging (SQL). Each round had a panel of 2 intervi
Code Assessment - 90 mins * 1 behavioral round - 30 mins * 1 Application Design round - focused on LLD. Expectations include object modeling, class diagrams, API design, and SQL queries. * 1 Coding round - Object-oriented code implementation.