Meta

Hi community,

I am a recently joined M/L engineer at Meta and working in ads domain. I am stuck for last few weeks in verifying a change. Essentially, it involves multiple systems built, request routing and looking for the expected changes. Tried reaching out to T/Ls and internal users. Even politely asked team / outside to ramp me up in the domain but nobody responded positively. They all give me pointers to some internal documentation or workplace group to ask questions. I feel I am really stuck. I have regular updates meeting on Monday.

Here's 2 things about how the updates work:

1. I am making some progress everyday but things are moving very slow which is making me frustrated.
2. When sharing updates, everybody shares the impact and good followups where I only share one incremental step like looked at the logging, traffic is low so can't determine the magnitude of the change.

Anyone willing to share their experiences?

I got an interview call from Meta for SDE position. They asked to send over any names of references I have at Meta. Can you please suggest me any names from Meta to put as references?

Thank you.

Always been on the fence here whether an MBA helps me boost my visibility, help me learn more business skills and builds a well rounded profile than "you're just another average software engineer" which could help me get into management track and above faster than my peers?

In other industries, having an MBA is a requirement, but not so much in tech yet, apparently.

Happy to hear back thoughts form folks about this with some recommendations

I am currently living in the Bay Area and considering moving to Austin, TX for personal reasons (affordability, family, friends etc). I have an option to go fully remote and work on the same team. My team's current setup is a few folks are in East coast, a few in the Bay Area and some of them are remote. So, I don't really see a whole lot of benefit going to the office regularly. Plus, I started during the COVID- WFH time in 2020 and did very well working remote, so I (or my manager) don't have a problem with productivity as well.

That said, I do have a fear that my career growth might be affected if I move out of the Bay Area, especially if I want to find a FAANG equivalent role or startups in Austin. Recent RTO mandates by multiple companies are also making me nervous about long term future of remote work. What are your thoughts on making this move for personal reasons and availability of great roles with remote option or in Austin? Thanks!

I've seen advices here in Taro that seniors should make themselves very much replaceable so that when this senior is away, someone is able to cover for them and the team could do well, which makes sense.

I thought the fact that people found the advice to be helpful, shows that making yourself replaceable isn't something that's very intuitive the first time. Like if someone didn't read the advice, they probably wouldn't have optimized for that.

I'm not quite senior yet but just curious to understand the situation (and people) better - was this thinking assumes that the amount of scope is in hyper-growth phase? Are there cases where it isn't really applicable / optimal for them to do so (and so they don't make themselves replaceable, and still do well) - then wouldn't they just continue doing it and we can't really blame them? I feel it's rare that people would change their behavior unless they really understand why.

I was promoted to E5 in July 2022, and I’ve been working on a challenging and highly ambiguous project since then, where my TL and another UberTL have limited ideas on how to make it a successful project and what direction the project should go. I’ve been getting little XFN support since the beginning of the project but still was able to implement and ship the MVP design I did on my own, but I still got MA rating for this. Starting Q2, things got a little better and the direction is somehow clear for H1 with specific high-level components to implement. My questions are:

1. Given this setup, since my TL has already defined the design and different components to implement, how can I still have high impact as a senior eng on the project? Previously, my EM suggested I look at myself as the CEO of the project and my TL as a consultant, but this has already changed when he got very involved in the project. I already do regular project updates on the project and have been getting positive feedback from all stakeholders that I usually get everyone on board with my positive communication with all of them.
2. My EM and TL have been giving me feedback that I need to move faster and target small wins, as opposed to working on a large goal that takes months of implementing, as was done for the MVP solution. The problem is: my whole team work past working hours up to 12-14 hours/day and sometimes on weekends too, which is not feasible for me, so I’m seeing this issue more as a relative issue compared to my teammates as opposed to being slow in execution. How can I resolve this issue? Can I talk to my EM about this?

Thanks!

I joined Meta and my team in July of last year. I got an MA for this half. I am happy I at least got that, but it looks like a lot of people got exceeds expectations. The thief is making me less happy, and slightly worried. Should I feel good about this?

I have recently been put into a new project by my manager. I dont like the work in the project and would like to change that before 1 year mark. Its been close to 9 months in my current team. There are no experienced ICs in the project and I dont like the working attitude of others. However, I like my manager and have bonding with him.

Q1 Should I move to a new project?

Q2 How to bring this up to my manager and when is the right time?

I’ve been at meta for about 6 months now as a new graduate and my team recently got re-orged. The project of the new team is very uninteresting to me and honestly I realized that I’ve chosen an “easy” work team.

I recently got advice that I need to do more meaningful work such that my skills develop and I can create credibility. I don’t think the work on my current team or the new team makes me excited or even happy in anyway.

I would love to explore the metaverse org as I was heavily involved in VR/AR development work in college.however, I’d have to wait until July to start this process+ this would mean I moved 3 teams in 1 year implying I spent more time ramping up than doing meaningful work.

I’m also considering switching companies. I am able to secure interviews from a few companies that seem interesting to me.

Does anyone have any suggestions ?

I am in the very fortunate position to be choosing among some great offers. My question is how to properly choose between

1. A company with an industry-leading reputation (eg Citadel, Two Sigma, DeepMind)
2. A “lower tier” company with less brand recognition/lower quality bar but is able and willing to outbid company (1) on comp.

If comp were equal going to company (1) would be a no-brainer, but how much of a premium should I place on the brand of a company? Put another way, how can I place a number on things like exit option value, social/engineering prestige and so on.

Got feedback from manager that my rating is just MA and on the border. I was given the context that my project complexity was not that much and it was a lower level project. I worked really hard and was expecting good ratings. What can I do to make sure that I exceeds the expectations next time?

For this upcoming half, I'm working in four different areas: reliability, sourcing, delivery, and datastore table. It just seems like it's too much and I'm not building any depth? Feels like I won't be able to build expertise in anything and be unable to contribute as a good team member if I'm working on everything?

My TL has also informed me they are struggling to scope out work due to a lack of senior engineers. This has resulted in me getting menial tasks such as better engineering work and refactoring in some of these projects (i.e. delivery, sourcing, and reliability). It's great for my diff stats, but I want larger scope and less narrow work to be considered for E4. I'm discussing with EM, but the EM and TL seem like they are on different pages. I'm most interested in sourcing, but seniors are struggling to scope out work.

Any suggestions on what to do here? I feel a bit lost overall and I'm struggling to understand how to get scoped and larger non-menial project work. Should I involve my skip manager here? A couple of questions in this one question but appreciate all the help in advance.

Hi Taro community,

Seeking your help in evaluating two offers that I received from two start-up companies.

• (1) In general, in such situations how do you suggest researching about the companies and determining which company and offer is better.
• (2) I am also concerned how my future job potential will be affected and so I want to take the decision accordingly.
  (3) In this particular case, my offers are as follows,
• company A
  • Unicorn (post money valuation: $1B-$10B), Industry: Ad Tech (ML and cloud infra based), Last funding type: Series C, Total funding amount: $190M, Estimated revenue range: $1M - $10M, Founded in 2013 by ex-googler,
  • I have seen several folks joined from FAANG companies (eg, Google)
  • Offer: base $160K, bonus: 24K, Equity: $88K (not sellable now, but the company is expecting to go for IPO in one year)
• company B
  • Emerging Unicorn (post money valuation: $500M-$1B), Industry: Healthcare/AI, Last funding type: Series B, Total funding amount: $120M, Estimated revenue range: $1M - $10M, Founded in 2017
  • Among big techs, I have found just one person from AWS who joined this company
  • offer: base $190K, no bonus, Equity: 114K (not sellable now, the company is expecting to go for IPO in 2-4 years). I may be able to negotiate this offer.

Thanks in advance for any kind of suggestions/comments.

My ideal plan was to reach E5 (Senior Engineer) on my current team and then leave. But I am nowhere near promo currently. I’ve been on my current team for about 1.5 years now. I have to get promoted in about a year from now, or else I’ll be fired.

I need help deciding whether I should roll the dice and switch to another team. I’ve built some strong relationships on my current team, worked with my manager for over a year now and am fully ramped up to my current team’s stack. I’m not sure how to make the decision of whether to leave or to stay.

Hi everyone, I'm looking to optimize my resume () and would love some feedback on it. I also have two specific questions about it.

1. Should I even include my personal projects in my resume? Neither have any active users, so all they do is show that I can build something, not necessarily something of value. I've seen advice online about not including personal projects unless they have some sort of tangible value and/or active user-base, but I wanted to hear this community's thoughts about this.
2. Is my resume too short? Can a resume even be too short? This partially ties into my first question because without those two projects, the resume would only fill up half of the page. My resume used to have a lot more points describing what I did during my professional experience, but most of it was fluff, so I decided to cut them out. I feel like I am stuck between a rock and a hard place here because if I want to fill up my page with more information, it feels like I would need to add fluff-like material. However, I don't want the few seconds a recruiter will spend looking at my resume to be spent looking at the unimportant fluff material I used to fill up the page, so I added the projects as a way to hopefully avoid the whole issue. I'm wondering if this is even something I should worry about.

Of course, if there's another issue with my resume that I didn't mention in these two questions, please feel free to point it out, even if it's a nitpick. Also, if it helps, for context, I am currently looking to pivot from data engineering to backend development, so I am aiming for more junior level roles.

Thanks in advance!

This quarter, my skip requested/ gave me an opportunity to lead an org wide efficiency initiative as we are at risk of hitting quotas for some internal services (he mentioned potential IC6 scope) and it’s quite urgent to act on it. My role is to start and lead a large team of engineers on this initiative which involves tons of direction to ensure our org isn’t over quota. I would look my role as a hybrid of TL+ TPM with following responsibilities: analyzing data to find opportunities, creating roadmaps for the program, supporting engineers for execution to reduce usage, project management, understanding and enforcing processes, building knowledge on internal services, coaching engineers, setting Eng excellence culture within the org. All that to say, given limited time and a need for someone to lead, I will be focusing on direction and delegate all of the execution work to the squad.

1. How risky is it to have low code output as an IC5? Given the year is just starting, does it make sense to explicitly discuss this with my manager and skip that my code output will be close to zero in Q1?

I did read some accounts (anon post on WP) where EM and skip aligning on low code out out but the IC5 still got MM at the end because they had only 10 diffs for a half. I don’t want to be in that position.

1. Should I deprioritize some direction work and allocate some time for coding on my timeline through P2 projects? This will increase diff count but that just seems not a great usage of my time. TIA!

I joined about 6 months ago and my manager is absolutely great. I don’t have anything where I think they can be better at at this stage. At the current stage, I feel like I have a lot of self improvement to do before expecting anything more from them. What do I say in the critical feedback section for my manager?

Hey folks,

I don't know how to contribute to our team's monthly planning. How should I come up with ideas for things that the team should work on and contribute to our team's road-mapping meaningfully?

Hey folks,

I’ve been on my current team for almost 1.5 years now. My hope is to get a promotion sometime this year which might require a higher performance review (Exceeds Expectations). But if I get an average performance review (Meets All), does it make sense for me to roll the dice and switch to a different team in the hopes of faster growth there?

I know there are significant costs to switching teams, and I want to make a well-informed decision if I do decide to switch teams internally.

Currently, I'm on a 10 person team, but we only have 3 senior engineers and the remaining 7 are E4s (5 people) and E3s (me and one other new grad). For our upcoming half, they want E4s leading some of the projects for their development. However, I would like guidance, mentorship, and feedback from an E5 or above ideally since they are more experienced. Also, from one of the Taro videos on feedback, one of the points made was to find a way to get feedback from senior engineers at the end of the half who will bolster your PSC packet versus a mid-level engineer who might not hold as much weight (Correct me if I'm wrong)?

Anyway to navigate this the right way? Should I avoid certain projects that are led by E4s? Does this even matter?

After this past half (I joined mid-August), my manager is saying I'm working at a meets all (MA) level. Granted, I only joined in the middle of the half, but when I ask him how can I take the next level to be promoted or have an EE or above rating, I get very vague answers with not much detailed support (he's also a new manager and this will be his first PSC).

This past half, we had an expectations doc where it listed each project and the impact it should have. I hit all those expectations, but with his vague advice, I'm not able to create actionable steps for myself for this half to get the promo or higher ratings.

From Taro, I'm learning code quality, velocity, and impact are the most important at my level - which from my feedback, I'm doing well in. What are some ways to take it to the next level? Finish my projects earlier and take on more projects in the half? Feeling a little bit lost so any advice is greatly appreciated!

Some background about my experience. I have overall 10 years of experience out of which first 3 years was in Service based company in India and then 6 years at Amazon/AWS and around 9 months at Meta. I got promoted to Sr. position almost 3 years ago and have been working as Sr. Engineer since then.

Since few months before my promotion I am feeling bit burnt out. Promotion came after lot of hard work and honestly the compensation increment was totally underwhelming. So I interviewed and switched and comp increase was really good but I am not liking work culture now. This made me sort of realize few things:

1. Promotion and level don’t actually mean much. I feel like I am part of a rat race and trying to prove my worth to someone who can whimsically just say yay or nay. This is extremely demotivating.
2. Early days of my career were great, I was making good money and learning ton of new stuff. However, now I realized that most of the stuff I learned is not useful outside and I saved enough money to not feel the need to do job just because of money.
3. It is not worth being loyal to one employer. Even though I changed companies for comp, my new employer (Meta) recently let go of lot of people. Some of them have been there for at least a decade. Plus the remaining of us are now in constant fear of layoff based on performance.

Now I want to get out of this job→money→stress→new job→money→stress cycle but don’t know how. I am planning to move back to India after few months and was hoping to start may be freelancing or some consulting work where I can control my time. I am more than happy to take a pay cut. So I started doing some research:

1. Freelancing: Most of the jobs in freelancing are web development. I have lot of experience with backend and some experience with web development but I am nowhere close to the people on youtube/udemy. I can most certainly build stuff but have no experience to show for and I am not sure if I’ll be able to find any work whatsoever 😟.
2. Consulting: Everybody suggests to build a network and then you can find work through them. My network is mostly SDEs in FAANG who I’ve already talked to. Most of them told me, dude if we know about such work we’ll jump ship as well, but they have nothing. One of my jobs was to build cloud services so I know how to build them at scale. But I have less experience in how to use them, so even if I do certifications I am not sure I’ll be able to find work on this area.

Now last option for me is to find a job which pays less and have less stress which will be okay. I can most certainly say screw it and not worry about getting promoted. But then I don’t know if that’ll be satisfactory, it’ll be more like I accepted defeat and ducked out of rat race but I still have no direction to go on.

Sorry if this all sounds like a rant, but I would love to have some guidance from people who have been in similar situation. What did you guys do and do you have any suggestions for me?

Hi Taro folks,

I’d like to create a doc to track my deliverables across engineering axes to make my work easier to see for my manager. This should also help with arguing for promotions down the road… does anyone have a good format for such a doc? FYI: engineering axes include project impact, people, direction, engineering excellence, etc.

Hi all, recently during Q1 roadmapping I chose to move on to a new workstream from a growth/independence point of view as part of working my way up to E4. (My earlier effort was a 1->100, this one is 0->1 and was decided by me, my TL and EM together), and I had a couple of questions about this move.

1. I have spent the past 6 months gaining context on a set of technologies and tools (internal to Meta) that perhaps only 2 other engineers on the team have context on.
   1. Should I do a knowledge transfer session or write up a doc to ensure all the context I have doesn't get lost?
   2. Should I allocate some time to supporting the team until I'm here on areas I gained context on?
2. There is some possibility of scope thrash since I'm also long-term supporting one of the projects part of the earlier workstream (I delivered the v0 and have been making iterative but small changes since then). Should I talk to my manager about this?
3. This is a very n00bish question: from a growth perspective, is it better to go 110% on the new workstream and all its nuances/open problems or go 80 and 20? As far as allocations go, I'm slated to be 100% on the new workstream as part of the roadmap.
4. Bonus question: should I do a year-in-review/look-back post in tandem with my self review? (This is a very Meta-specific question in a way, but would love to hear other views too!)

My manager changed in H2, and my previous manager became my skip. While my current manager has a decent idea on the current projects I am working on and their importance, sometimes I see them mixing up specifics, which could be because they’re still ramping up. With that context, how do I make sure my manager represents my year long performance in upcoming calibrations well? Should I give them context on all my work in our 1:1s, especially my H1 work as they weren’t in my team?

Hi everyone, I have about 0 experience with machine learning and I'm thinking of ways to significantly increase my value in the future. My ideal plan is to get promoted to E5 in < 1 year and then change domains to ML (or ML Infra and work closely with ML engineers). I have almost 0 experience with ML directly, but I think they make much more money in the long run? I'm currently a backend software engineer.

Basically I want to know if it's worth investing my time & effort this or if it would be better to just eventually go for engineering management in the domain that I am already familiar with.

I'm a new engineer at Meta, and my goal is to find a team with a real product future. Because of that, I'm wondering if there's ways to evaluate if a certain project is going to pick up traction. How can I figure out during the team selection process if a team is doing its due diligence on gathering context and proving out business value before building features or if its just building them for the sake of building them?

I'm a new MLE at Meta, so I'm in bootcamp. I'm trying to go for a team that’s super in-depth with regards to ML and neural architectures vs. a team that would give me more breadth. How can I find such a team and what questions can I ask to identify it?

I'm new to Meta, so I'm currently in team selection. My goal is to choose a team that maintains more critical pieces and are more stable with respect to layoffs/reorganizations vs. (slightly) more moonshotty teams with higher risk/reward. An example of the latter would be a team working on maintaining an ads pipeline while one for the former would be a team experimenting with new UI features.

How can I find a team that meets that bill, and what questions can I ask to help identify this?

The product I support breaks often and I've been the go to individual to resolve internal fires. Addressing them takes time away from tackling more impactful tasks, and it's beginning to affect my output. My team doesn't find such infra issues as priorities so fixing them gets little visibility and I'm concerned this will have a negative impact on my PSC. How do I balance this properly?

Hi,

With tons of layoffs already happening and rumors about impending layoffs, is there something one can do to protect themselves? Logically, performing above expectations and being a critical part of the team would make sense. However, recently looking at LinkedIn and other career news, seems like no one can be sure that they’re safe. So, do you have any tips on how to approach this? Does it make sense to stay put within a team where you have great relationship with your manager and skip etc or find a new company to get ahead of this risk? Thanks!

Hi,

I got promoted last half to IC5 and have been leading impactful work streams within our team. I am enjoying my new role and work. In our last 1:1, my manager asked if I wanted to lead a very high priority org level initiative that has impact across multiple teams and suggested this could be a potential staff level project. While this is a great and unique opportunity for promotion, I am also nervous about taking this up because:

1. I am scared this might be more challenging than I am ready for and failing this would put our Org's key launches in risk.
2. I just got promoted and didn't want to actively pursue promotion as I wanted some time to settle in and become a solid IC5 first.

Wanted to get your thoughts on this and what you would do in my position? And if I say no, should I be worried about my manager passing me up for potential opportunities in the future? Thanks!

My team got split up recently, and I got put onto a sub-team I'm less familiar with (I have more context and experience with the other sub-teams formed in this re-org). Any thoughts on how I can make a case to be on one of the teams I feel like is a better fit for me, and if I'm not able to do that, how do I make the most of this new situation?

I'm a product generalist at Meta and I've been offered to opportunity to ramp up to Android and possibly specialize in Android dev. What are the considerations I should be thinking about when 'switching tracks' like this. E.g. will this reset my progress towards promotion as a prodgen or will it enhance my skillset for future opportunities?

I've been working mostly as a Backend Engineer. I'm growing interest in ML. I have a few questions:

• Will my SWE knowledge help me, or will it complement with ML? Or being MLE is a totally different/separate field?
• Is there overlapping between ML and SW?
• Would be recommended to do a Masters or Practice/Courses?

I joined my team in June this year right after bootcamp. When I joined this team, we set the goals for the half, and then got reorg-ed to a different domain (think ML for ads vs ML for recommendations).

Our models had only shown limited success in the previous domain before the reorg, we spent around 2 months (July and August) just building new versions of these models for the new domain.

It's October already, the model hasn't shown any significant success in any of our projects with XFN. We are getting closer and closer as we understand the problems better. However with code freeze in November, December - it is unlikely it will reach production or even online experiments by then.

Does that mean I would have "no impact" at my first PSC? This would be the case for all of my teammates which seems bonkers.

I thought about writing a long note with all of the progress we've made in understanding the problem (which will result in a model that's cheaper than the current one and easier to understand), what are some results we have seen already, and hypothesis on where to go next.

Still to be honest I'm scared the results I got won't be good enough to get to production by PSC-time, and thus I'll be marked as no impact. In retrospective I should have studied the problem more when I joined but I was so new to Meta.

How can I mitigate this? Looking for a side-project now I can fully own (as E5, I don't think attaching myself to a teammate's project is good enough) is unlikely to get any results with the current model we have.

I joined Meta very recently, so I'm in bootcamp. However, the company just announced a mass hiring freeze, so teams aren't taking in bootcampers at all effectively (there are very few exceptions). It's not clear when this freeze will end. Teams are still giving bootcampers tasks as they understand that we're pretty much "free" labor.

This is such a weird situation, and I feel like I'm spinning my wheels. I like Meta as a company a lot, but I'm unsure how to make the best of this situation. Any advice?

Like a lot of E5s, I'm working on a piece of my team's overall project roadmap, which is set by an E6 TL. The piece I own is less technically complex than other parts, but it is quite XFN heavy (great for people/direction contribution). I was wondering if this is still enough to get to E6 or do I need the higher technical complexity as well?

The setup on my team is pretty standard: There's an E6 tech lead that has broken up a big project into multiple pieces, and I own one of those pieces (and the rest of the pieces are owned by other E5s). I'm leading a couple engineers (<5), and I think they're E3/E4.

Zooming out, this seems like decent E5 scope, but I'm sure there's some gaps to turn it into E6 scope. The tricky part is that my org is pretty XFN heavy, so it's hard to get things added to the roadmap, and with the hiring freeze, it's hard to get more engineers onto my team to lead.

All that being said, what are some ways I can find staff scope in this situation?

I joined Meta as an E5, and now I'm looking to get to E6. I want to stay on the IC track, so my goal is concretely to get to E6 and stay there, not become an M1. I know that leadership is crucial for EMs, but is it the same for staff engineers at Meta? I'm currently leading <5 engineers who are probably E3/E4, and I'm wondering if I need to expand my leadership scope there.

I'm trying to get promoted to E5, and my progress so far has been decent. I'm doing well on all 4 axes, but I currently have a gap on the people axis (it's not Exceeds Expectations yet). I know that people/direction are very important for E5s, so I really want to get better here. I do things like give tech talks and mentor some rotational engineers, but it doesn't seem to be enough for an E5-level people contribution. What can I do to shore up this aspect of my performance?

Meta is my first large tech company, so I don't know much about the other big players (Amazon, Google, etc). I was curious as to what makes Meta unique compared to other giant tech companies, so I could get a better understanding of the industry overall.

Hey all, as you know there’s high probability of cost cutting and lay offs by increasing bar at meta. I joined the company 2 months ago and plan to travel to another country(12 hour time difference) and work remotely for about 20 days! (Whole month of December)

In lieu of new information, should I be trying to stay in the same time zone and be seen around meetings(my team is fully remote)? It will probably also help my productivity.

I’ve already booked tickets and I’m not sure what to do.

I am a little worried about the potential of layoffs at Meta. I am not sure if I will get a needs support. I have been working on doing a design doc for the past month, and my manager has generally been very positive towards me. But I feel like I might get a NS due to my not submitting as many diffs and accepting as many diffs. I joined my team less than three months ago, and still technically ramping up. I would be sad if I got a NS or a pip, but it wouldn't destroy me.I guess my question would be how can I best buffer myself during these next few months, and how can I avoid situations like this in the future? What should I do if I do get put on PIP/NS?

I recently got moved to a new manager, and I've been having some trouble building back up the more fluid and quite positive relationship I had with my prior manager. In particular, I'm trying to get more signal into my feedback and how I can improve. When I go over this kind of content with my new manager, they'll say something more quick and high-level like "That makes sense", but they won't give me something more specific and concrete. How can I go deeper with these kinds of conversations while keeping our relationship healthy? I want to make sure I respect their boundaries.

I'm looking to get promoted to E4 in the next cycle, but I'm worried as my impact contribution isn't very clear. I've done a lot of work, but due to churn within my org (which includes a recent re-org), a good amount of my code isn't truly in production yet. I've documented my work in Quips and tasks to show that I did it, but I'm wondering if a lack of shipped impact will hold back my PSC.

I'm pushing for the E4 promotion in the next PSC cycle, and I've gotten some feedback that I could shore up my people axis contribution. Given that, I was wondering how important people is for this promo and how I can get points on this axis as a growing E3. People axis contribution seems harder given the hiring freezes (e.g. it's harder to be a bootcamp mentor) and the fact that the main intern season is over.

As we all know, Big Tech hiring is drastically slowing down, which includes Meta. However, this means people axis sources like interviewing and being a bootcamp mentor become harder to get.

I'm also fairly new to the company, so it's harder for me to do things like mentor and onboard others for people axis credit.

All that being said, how does people axis work for me and how can I get a good rating there?

I'm relatively new to the company, so I would love to understand more about this. Here's more specific questions I had:

1. How is the first one evaluated? Is it different because you're new?
2. Is it evaluated from the day you joined the company or the day you joined a team out of bootcamp?
3. How is delayed impact factored in? Since I'm new, I'll have some small wins by PSC time but am not likely to have big ones as they're waiting to launch/realize impact.

I work on a pretty planning intensive team. Sometimes we'll spend several weeks planning out our next project, but since planning takes so long, not much time is left for execution after we're done planning. This leads to us having to sprint to deliver, and after we go that, we go back to planning and the cycle starts all over again. This is all pretty hectic, so I was wondering if anybody had any ideas on how to improve this process?

When I started in bootcamp, my bootcamp mentor assigned me a couple tasks to do. How important are these tasks? Do I need to get them done with a certain speed and quality? Are you judged on them in any way?

I'm a new E3, and I know that there's the up-or-out promotion timeline to E4. I was wondering how much of a challenge this level-up generally is and what are the main things to keep in mind with this promo?

It seems to me that Meta has SWEs drive a lot of product decisions but I've always heard Product is better for high growth and the famous examples of Sundar and Satya

I was curious if anyone had tips on writing a decent one page resume - especially in how to pick apart what's most "important" from my previous work experiences and fit it into one page.

Hi guys, I’ve recently joined a new team and learning a new coding language. The first task given to me by my team was a refactoring task to ramp up. They said to take your time as there’s no rush to finish it right now. However, it seems to be a very complicated refactor as there’s multiple lambda functions each referencing variables from all over the place. How do I communicate this with the team and not look incompetent?

I'm in the initial stages of a job hunt right now and recruiters seem to have the perception that I'm more qualified than I actually am (especially at non-FAANG companies). I'm E4 at Meta (mid-level) and not performing exceptionally well at this level, but recruiters are trying to push me for 'Senior' roles. Should I just go along or push back?

I know this is a bit of an unorthodox question since most people have problems with downleveling, not the other way around. I'm somewhat confident of passing the coding/systems design rounds for Senior/E5 positions at these companies, but I really want to avoid a situation where I join and immediately start getting overwhelmed by the actual job responsibilities.

Context: ~2.5 YoE

For my current project, I have 2 broad options for the infra/platform to support the feature:

1. Using a proven technology that has existing use cases within Meta but a somewhat limited API
2. Using a new technology that's not completely done yet and has uncertainty, but should have better APIs and performance

There's also the option of trying to do both, benchmarking them against one another, and then choosing the better one. However, I don't think we'll have the time to do that.

All this being said, any thoughts on which technology to go with?

I've grown to be more of a "tech lead"-style E5, which leads to a lot of time spent roadmapping and talking to people instead of actually executing on the project and being more hands-on. My team is heavier on the E3/E4 side, so I'm able to delegate a lot of the coding work away. I was wondering if this was normal for Meta and whether this is an okay way to operate as an E5?

I'm a new staff engineer at Meta, and I know that the bar is high for E6. In particular, an E6 needs to be able to have a large influence on the roadmap and team charter, leading and creating very substantial projects.

All that being said, I want to start crafting and executing that vision as soon as I can to hit the ground running, but I'm unsure on exactly how to do that with Meta's more bottoms-up culture. At my previous job, things were more top-down (i.e. leading with authority, where software engineers work on things because their manager/leadership tells them to). How do I lead the team with this almost opposite engineering culture?

I've heard from my peers at Meta that you should post a lot on Workplace, otherwise it can reflect badly on your PSC. Is this true or more of a myth?

I had a feedback session with my manager, and they gave me feedback that I was doing well overall but they would like to see me become more familiar with Meta's experimentation tools. They mentioned that this wasn't bad feedback as this unfamiliarity is expected with relatively new Meta engineers like myself. That being said, I'm unsure how to process it: Should I process it urgently and if so, how do I become familiar with Meta's gigantic experimentation infrastructure?

I'm relatively new to Meta, so I'm having trouble processing things in meetings as they happen, making them a substantial waste of time for me overall. I don't want to seem dumb, so I would to avoid asking a bunch of questions during meetings to make people explain what they just said. What can I do to make meetings more productive for me?

I'm a mid-level engineer who's struggling with some performance issues at work. A staff engineer on my team has taken notice and has been very generous with offering help and advice, to the extent of basically handholding me through my projects. While I truly appreciate the help, I'm wondering if this will be seen as a negative signal during performance evaluation since I'm supposed to be operating 'independently' at this level.

One thing I'd love to ask about is effective pressure management. Coming from small cos to a big company like Meta; despite startups having a reputation for chaos, I personally find there's a larger number of failure modes at big companies - a review taking too long, lack of good logging, misalignment, which can lead to either a project being derailed or just flat out failing. I've personally gotten better myself at pressure management (trial by fire); but would love to have thoughts from folks on how they work on this skill!

I was working with a team during bootcamp, and they mentioned that they intentionally have very low test coverage (both unit and integration). This team is more on the back-end side. Is this a bad sign or is there something specific about Meta's culture that I'm missing here?

I work overtime a lot, and it's pretty stressful. I'm also worried that amidst all this effort working for Meta, I'll lose track of who I am overall and what I can do for other companies. What can I do to strike a better balance here?

Some additional questions:

1. What do you look for in the team?
2. Do you tell your manager?

I work on the privacy side, so our core projects are often held up by XFN. This leads to me having to find something to do in the meantime, which often means smaller, ad-hoc efforts. However, I've been told that working on larger projects across a lengthier time horizon is better for promotion. What can I do during these blocked times that also shows good execution signal for promotion?

I've shared feedback before with engineers more junior than me, and they didn't seem to take it well. They started avoiding our meetings afterwards - I feel like they thought their PSC was at risk. How can I prevent this situation from happening in the future when sharing feedback with E3s/E4s?

As an E5, I will have 1:1 meetings with E4s on the team to lead/mentor them. However, I find myself running out of time in the meetings sometimes - What can I do to make effective use of all the time?

I've had some trouble historically getting my ideas pushed through. In some cases, I'm unable to get my idea to land, and another software engineer will get something similar approved later on. What can I do so people are more likely to help me push my vision?

I'm learning it's important not just to do good work but also to make your work visible to your team and sometimes wider circle. This is common feedback given to junior engineers at Meta. What are some ways to get more visibility on my work and what are some rules of thumb (e.g. structure of posts, cadence of posts, when to share progress in team meetings)?

Does my manager see how much time I’m actually working? I work offline sometimes and am worried if this may look like I’m coasting

I just started at Meta in the business engineering org (formerly solutions eng). We have a lot of XFN work with sales and SWE teams, so lots of opportunity to coordinate projects and be customer-focused. I was a SWE at my past company but I'm hoping to eventually transition to PM as I believe it is better for upward mobility within a company?

As a self-taught developer, I don't have a systematic knowledge base as those who were trained by college degrees or bootcamps. How can I built up a knowledge system as a Software Engineer over work?

For example, after I get a bird-eye understand of the industry, I can fit the pieces that I'm dealing with at work into this system and build up my knowledge with a more systematical way. Can I get some suggestions/approaches for this, or get to know your experience building your own knowledge system?

For example, knowing that we got EE- in people axis meaning that it's on lower end of EE.

Meta is slowing down hiring, and they’re trying to focus on a few big bets across the company. As someone who is joining the company soon, how will this impact the bootcamp team selection process, and should this impact my team strategy?

I'm joining Meta as a Machine Learning engineer. I've found content on Taro (and other platforms) to be helpful, but sometimes I'm not sure how applicable the advice is for my domain. For example, I won't be working with any designers, and I probably won't touch any UI components in the way a mobile developer might.

I've been at Meta for a while and have thought about outside opportunities. I feel like it can be frustrating getting things done at Meta a lot of the time - Too many processes and people to align to ship projects. I want to work somewhere where I can just write code and ship cool products. Any thoughts on next steps for someone who's been at Big Tech for a while?

I've been on ~5 teams during my ~4 years at Meta, and I'm wondering if I need a mindset shift when it comes to choosing a team and staying there. Is it more on Meta that teams don't fit or should I make a bigger effort to stay on teams longer and establish myself there? I'm also looking to get to E6 someday, so the team switching makes things tricky.

I'm in bootcamp right now, and many teams are telling me that they have all 3 of these things. My bootcamp mentor says that's not really feasible - There are trade-offs. Am I gullible if I believe these teams at face value?

There's so many teams to choose from - It can be overwhelming. However, in a company as large as Meta, I'm sure there's huge variance among teams. How can I find one that works for me, particularly when it comes to find E5 scope for promotion?

I'm a new E4, so I obviously have promotion on my mind. I have a good amount of experience coming into Meta (~5 YOE), so I want to move more aggressively with this promotion. If I work 40-45 hours per work with very good work ethic, what's a reasonable target to hit for the E5 promo?

I'm trying to figure out the proper level of fidelity here: Should I have very granular estimates or something that's not super structured - Just a high-level idea of projects with some buffer built in.

I'm curious to know how to structure this plan to ensure that one doesn't take on too much and get overwhelmed, but is also full enough so that in case of blockers on core projects, there's a pipeline of projects to switch into. Would love to hear everyone's thoughts!

I work in a Big Blue team that needs to go through many layers of approvals to ship anything. Sometimes we'll be working on a project for 1-2 halves and then the approvals will be pulled back, torpedoing the project.

What can I do to improve the process here, so my team can ship more?

I'm pushing for E6, and I'm having trouble doing this in my current org. I'm considering an org switch, and I want to make sure I don't end up in a similar situation - How can I properly evaluate an org for availability of scope and mentorship?

I've found other resources in Taro about and , but I was hoping I could get a more nuanced and clearer response for my situation.

Context:

• My team hasn’t identified a goal metric that it’s able to move or a way to get there.
• There are plenty of different projects, but only one that has a clear launch path from leadership. The rest of the projects are stuck in approval loops, in some cases for more than 1 year. I work on a Big Blue team with lots of external dependencies like legal, compliance, and many more.
• The project with the clear launch path has Android work built on top of one of the company’s top priorities. I'm trying to find an Android mentor, but it's hard to get one close to me on the org chart. I plan to discuss this with my manager to determine the path forward.
• There’s a great example of an , but my perception is that the pain points in my org would be solved by alignment with leadership, not engineering.

I'm debating between two teams in bootcamp. All else assuming equal, the hiring manager (HM) of team A is higher up on the org chain (Team A HM reports to X, Team B HM reports to U who reports to W who reports to X).

Should this play a factor in deciding between teams?

An XFN stakeholder came up with a last minute requirement for a big project I'm working on, which will probably slow down the launch by at least a couple days. I already made promises to other XFN about the launch date.

What's the best way to mitigate the heat on failing to launch on time and zooming out, how do I deal with last minute launch blockers in general?

As an E5, I'm switching to more of a tech lead role, and one of the engineers I'm leading has had consistently poor code quality despite being at Meta for a few years now.

I've asked my manager for feedback about this, and they say that we should come up with a plan to improve the situation. I've already invested time in this, and I'm not seeing results. How can I get the code quality feedback to fully land and improve this engineer's code?

I have worked at Meta my entire career (~5 years). I know that Meta is pretty "startup-ey" among the Big Tech companies, but I imagine that it can't mimic startups entirely and there's unique learning value startups can offer. Does switching to startups give big value to career development?

In particular, I'm having trouble figuring out really complex bugs. For example, on my current project, we're auditing a lot of the existing feature set to see what issues they have so we can fix them as we revamp them. I'm happy to find lots of issues, but I have no idea how to fix them, even after finding a code pointer.

I talked with a senior engineer on my team for help, and they were able to get more color on the situation. However, they mainly were able to do this as they have been in the org for a while and knew who to go to for what: I can't replicate that deep knowledge they have as I'm fairly new to the company. How can I create a systemic process I can follow to figure out these situations?

I'm considering a team switch, but I'm wary of the effect that it will have on my E3 -> E4 promotion timeline, which I know we have to do within 2 years. I've been at Meta for around a half - Does the timing for a switch work out here and what other factors should I consider?

I've been on my current team for around a half, working primarily on the back-end. Unfortunately, I discovered after I joined the team that Android work is very interesting to me, so in order to pursue this, I would need to switch teams. There is actually a team fairly close to mine in my org where there's compelling Android work.

Right now, I'm heads down on a big project, so my immediate instinct is to wait until that's done to bring up this conversation with my manager, who I have a very good relationship with. Is this the right thing to do or should I have this conversation sooner rather than later?

Comparing Meta to other companies, splitting between a PM and an engineer is very awkward. PMs end up doing a lot of strategy work, but when it comes to what tactics you pick, it seems like engineers have to pick there.

My PM is very senior at PM6 and their guidance is extremely high-level to the point where the concrete projects we need to work on aren't entirely clear. How do I fill in these details, so I know what to work on?

For the core workstream I got put on, there are a lot of potential angles to really move metrics, which I'm excited about. However, they mainly seem to be non-code solutions.

I've gotten earlier feedback that I need more coding signal, which has me apprehensive about this current workstream. I know that an E4 needs a lot of coding contribution for Engineering Excellence, but I am pushing for E5 which is more people/direction driven. Is it okay for me to take on this project or should I find something with more coding work?

In my effort to grow my scope as an engineer (and get promoted), I’ve constantly hit the same weak spot - not “working through others” enough.

I’m always happy to identify problems and solve them, but as a relatively inexperienced engineer compared to the rest of my team, I feel uncomfortable pushing work onto others, as I often am not sure my ideas will even be fruitful.

This issue is exacerbated by the fact that my team skews very senior and I don’t feel comfortable/qualified working through them.

How should I approach this problem?

I joined Meta as an E4. I'm coming from a company which doesn’t have as much structure around performance review.

I feel good about my coding ability and project impact, but I’m not entirely sure what are the ways to think about the people dimension as someone relatively new.

I'm an Android engineer working on an infra team, and like every other Meta E4, I am working towards the E5 promotion. Because of this, I'm spending a good amount of time building up the non-coding skills needed for the people/direction axis, doing things like XFN alignment and project management.

My question is how "all-in" should I go developing these behaviors: How much of an engineering excellence commitment do I still need to maintain? How often should I still be landing diffs?

I recently joined Meta, and I'm aware of "up-or-out". However, I would like to more deeply understand how it works and have a better mental map of the entire thing in general.

How long do Meta SWEs overall take to go from E3 to E4 and then E4 to E5?

I'm currently in bootcamp and deciding between back-end and iOS/Android. I'm pretty neutral about these stacks, but I do have a slight preference for back-end as it seems similar to topics I learned in school.

Are there any differences in growth potential in any of these focus areas?

It's hard to figure out what's going on right now; there's just a lot being said like that some Meta employees "don't belong here", it's time to "turn up the heat", and "low performers" need to be weeded out (I would have thought this was already the case at Meta?).

At the end of the day, I just want to figure out what this means when it comes to employee performance and PSC in particular. I've heard from some managers and engineers that the ratings will be upshifted (e.g. you need old EE to get MA), but I've talked to my manager and they said that this won't happen. But if that's the case, how will the performance review system change?

Any tips on what concretely could be happening and what we can do here to adjust to these changes?

Related articles:

Meta announced that they won’t be giving return offers to interns this summer amidst economic headwinds, which is really demoralizing.

Other companies are also putting a hold on hiring junior engineers – what should I do?

I'm primarily on the back-end, but I've been put on a lot of other stacks. I've worked with www and Bloks and now I need to pick up native Android to debug a deep link issue.

I'm having a hard time with the Android issue. I took a long time just setting up the environment, choosing between VSCode, Android Studio, and OnDemand. I'm now working with adb, which I don't really understand as it's completely new to me. There's not a lot of documentation for my problem area, and it's been rough.

More broadly speaking, how can I do better in these situations and pick up new stacks faster?

• I've been reaching out to people via DMs and public workplace posts, comments on threads/tasks/diffs, sometimes email.
• Sometimes it takes 1 week to get a response or I just never get one, despite multiple follow-ups.

Unfortunately at a big company like Meta a lot of the stack is proprietary and are essentially black boxes, so I can't just search public documentation or use StackOverflow. Sometimes the documentation/wikis are outdated, so when the team maintaining it is unresponsive I have a hard time gaining traction with my projects. Ideally I'd try to go into the codebase to figure it out myself but it's hard to familiarize myself with another repo quickly especially if it requires special setup to get things running.

I also have a sample Workplace post that shows how I'm asking questions and looking for help: [REDACTED TO PRESERVE COMPANY CONFIDENTIALITY]

I’m currently working on a 0 to 1 project that’s outside of the team’s scope, so I have no senior engineer on the team to support me and tell me what to do. I have to spend a lot of time piecing things together and it's been rough - I've missed on the team's ship goals as it's hard to move fast enough on this project. How can I make this situation better?

I came in as an E4, but I feel like I'm over-leveled. I only had ~1.5 YOE before Meta, and I was doing relatively straightforward coding work at startups. However, when I joined my team, my manager's goal was to get me at E5 ASAP.

This has led to them giving me a lot of very complex scope. Here are some of the things I've gotten/am expected to do:

• Got a hard 0 to 1 project with no senior engineer to assist me
• Lead 2 E3s
• Work across multiple, completely separate stacks

I haven't been able to handle all of this - I'm falling behind and feeling pretty stressed out. I would much rather just take the time to build up the E4 fundamentals and stabilize at an MA initially vs. chasing E5 promo right out the gate.

I came into Meta with ~1.5 years of startup experience. I'm very good at Leetcode-type problems, so I was able to land an E4 offer. However, my prior experience mainly consisted of raw coding (E3-scope), meaning that I didn't have much experience developing E4 behaviors coming into Meta. This has led to me struggling on my current team where my manager let me know that I'm currently trending around MM. My team and manager have compounded this by being quite ambitious - I've gotten a lot of E4 EE+ scope with things like complex 0 to 1 projects (my manager is trying to get me to E5 ASAP). This is all hard to handle and has been a huge source of stress for me, so I'm currently considering other options.

Here's what's on the table:

• Stay on my current team and stick it out, trying to recover to MA by the next PSC.
• Switch to another team within Meta that's slower-paced.
• Job hop to Google as an L3. I was able to land an offer with them during my job search, and I kept that line open. I'm exploring team matching with them now.
• Go through some additional interview rounds with Google to get in as an L4.

Which of these is best for my career?

At my old company, where I worked for many, many years, I wasn’t learning anything new. On my new team, I feel like a junior engineer since everything is new. Because of this, I don’t feel like I’m being taken seriously, even my engineers more junior than me.

I'm trying to stay positive throughout this learning process but would obviously like to build up respect among my team as quickly as possible to start feeling like a heavily valued voice in the room. Any advice on how to do that?

Here's a recent example: I took 2 months to finish bootcamp, and I was very indecisive throughout that time, talking with various managers and tech leads. I initially talked to real time ads infra, then streaming areas, and many others. Even after picking a team I feel FOMO that there’s a better team I could have joined instead. How can I feel better about my decisions?

Before I was at Meta, I worked at a networking company for 10+ years. It was very different from Meta as a massive consumer web company. On top of the domain differences, the culture is also very different between these 2 companies.

I'm working on ML at Meta, which is something I'm pretty new to. As a senior engineer who wants to make an impact quickly and make a push for staff, how can I effectively make this domain switch to hit the ground running fast?