The higher layer is tight-lipped about the future of the Bangalore center. Leaders at Bangalore have no clue about the future. There is a massive exodus of people from the Bangalore center (either to the US or outside). Many talented folks have left the company for other companies in Bangalore. With the remaining people beaten down, low in morale, and tired, the death of the Bangalore center seems imminent.
Performance evaluation is done quarterly. This has created a lot of pressure among peers to outsmart others, leading to very unhealthy competition. In the wake of there being no meaningful work, people fight like dogs to take credit for whatever meager work gets delivered from Bangalore.
Salary hikes and promotions have not happened for 70% of the people at Bangalore this year. This is a clear sign from management that "We don't want you. Please leave."
Please be clear. If you don't want to keep the Bangalore center, or just have it for support services to run during non-business hours in the USA, then please come out in the open and announce it. Creating a situation that forces people to leave is not a sign of good leadership. You don't have to pay severance; people will graciously leave.
The interview process was quick, but I thought the position was being oversold and the interviewing process was very unstructured. I had to fly in for the interview, and they didn't have the interviewer ready. A few interviewers walked in randomly to
The interview process involved: * One telephonic round (approximately 1 hour, with many questions on testing and previous work). * Four face-to-face rounds. * One teleconference with the SNV counterpart.
Two phone screens were conducted at the start. This was followed by a panel interview. Then, I participated in one round of in-person interviews. I gave up after about 2.5 months into the process.
The interview process was quick, but I thought the position was being oversold and the interviewing process was very unstructured. I had to fly in for the interview, and they didn't have the interviewer ready. A few interviewers walked in randomly to
The interview process involved: * One telephonic round (approximately 1 hour, with many questions on testing and previous work). * Four face-to-face rounds. * One teleconference with the SNV counterpart.
Two phone screens were conducted at the start. This was followed by a panel interview. Then, I participated in one round of in-person interviews. I gave up after about 2.5 months into the process.