Meta Career Development Videos, Forum, and Q&A

I recently joined Meta as a junior engineer and my hope is to be able to try out several domains (guessing realistically 2) to see where my interest lies. I’m not on an AI team currently, but given the rise of AI, I hope to be able to explore that area.

However, I understand that switching teams will disrupt my productivity and growth as a junior engineer. I’m wondering:

• When should I approach changing teams/domain? More specifically, is it better to change teams after being promoted to mid-level?
• How should I approach changing teams?

Hi all, I'm currently working on GenAI server infra at Meta as an IC5. I'm interested in the space and have had a long standing interest to dig deeper into ML. At a high level, I'm considering the following:

1. Positioned well for E6 scope and exploring interest in people management (M1)
2. Taking an online masters program to brush up on math, ML foundation skills. This can better validate my interests. Alternatively, I can lean into online resources like Cousera, deeplearning.ai
3. Recruit internally as an E5 to a relevant team. Generally internal mobility empowers people to explore and learn new things. However, it helps to have relevant experience.

For online masters programs, I've heard of great things from Georgia Tech, with a ~$7k online program. Alternative options include UT and Stanford, and the latter is ~$60k. Rahul made a great video about his , but this would rather be a part time commitment, and I already have many YOE at Meta for my resume.

I'd also love to hear your general thoughts on navigating career moves into an area with existing, highly talented pool.

Hello everyone,

I joined Meta a couple of months ago as an IC5, coming from a predominantly Java background. Recently, I've started working with the PHP codebase, which is somewhat new to me. I've noticed that my diffs tend to undergo several rounds of revisions, which not only delays their integration but also consumes more engineering time than I'd like.

A fellow engineer pointed out that my diffs are often too lengthy, leading to extensive feedback and additional iterations. I'm actively looking for ways to streamline my review process and improve the quality of my submissions.

Here’s what I’m considering to reduce the review cycles and improve my coding approach:

1. Reducing the Size of Diffs
2. Pre-Review Checks: -- Any suggestions here would be great

I would greatly appreciate any advice on:

• Strategies or tools that could help in catching potential issues early.
• Best practices for structuring PHP code and managing larger changes in a PHP environment.
• Any insights on transitioning from Java to PHP, particularly with regard to common pitfalls or key differences I should be aware of.

Thanks in advance for your help! I'm eager to learn from your experiences and improve my contributions to our projects.

What is the Rotational Software Engineer Program?

How is it different from a regular SWE role?

Is it like being a contractor hired through a staffing company?

Are there levels to it (E4/E5, etc) or is it just one level?

Is there a good chance to become a fulltime employee afterwards and is this a good way to join Meta?

Is it a decent career move to join such a program if you are already a senior in another company or will you be considered a noob if you join a role like this?

I recently started a side project that could have an org level impact soon within this year. The feedback for the prototype is pretty good and I got a green-light to put more bandwidth in it.

I used to think once I get the good work done, promotion should come naturally. But both my manager and skip manager are telling me to leave proper documentation and communication as evidence for promotion - docs like PRD, roadmap planning, status update etc.

I usually do communications pretty well, so their feedback make me wonder if I missing something for a staff level promotion.

• What kind of evidence is being valued in a staff promo packet? Any differences between senior and staff promo packet?
• What do I need to highlight and keep track of if I'm creating scope outside of daily work?
• What kind of data I should keep track of to quantify the impact? How do you usually learn about finding the matrix to track?

Thanks!

My brother is very worried about getting a return offer at Meta - he'll be interning there this summer. He reviewed the videos on , but is still confused on who he would assign to review diffs/vouch for his performance other than his EM.

I recently joined Meta, with over a decade of experience in software product development from various companies.

Currently, I'm working as a system generalist, but I have a growing interest in transitioning into a machine learning engineer role by next year.

This interest stems from both a desire to explore that sector and the recognition of the high demand for ML skills. I'm eager to invest the necessary effort to learn and adapt.

Could anyone share insights on the feasibility of this transition within Meta? Additionally, what specific skill set should I focus on developing to align with the expectations for a machine learning engineer role here at Meta?

Your guidance and advice would be greatly appreciated.

I've been a Data Engineer for most of my career and my observation is that scope as a Data Engineer can plateau and therefore I see a lot more L4/5 DE's than L6+. I think it is because you don't impact the bottom line directly and regularly.

At FAANG's I've worked at so far, finding new scope can be difficult even when you are working with stakeholders: it is "easier" to scope/build a product (i.e. SWE work) and show metrics of success to add value vs building a data pipeline which may be limited to them having a reporting need for example which often isn't the case especially in a more established firm.

I moved into a partner facing DE role to help more with scope/stakeholder exposure. The highest impact project I worked on so far is influencing an internal team to change the way we measure a particular metric. This involved mostly stakeholder management and nothing more complex than SQL queries from a technical standpoint. While it was fulfilling, this is also something I 'stumbled' upon and is rare due to challenges like partner scope/vision is limited/slow (their leadership can change and therefore you projects/ideas can), technical challenges of automating things because of larger concerns (e.g. privacy, lack of infra on their side which you have no control over) and so on (you generally have even less control than an internal DE).

In my current role, I am generally able to derive projects, but (in my opinion) they are limited in scope/value: i.e. build a pipeline, deliver an analysis. Therefore, even though the projects 'ticks the boxes' for an L5, it is not really driving a 'transformation' as an L6+ would. I also directly asked my manager what are some of the hardest problems we have, and have been told we have a lot, yet, I'm not hearing or seeing them.

Given the situation, would you:

1. Move to a SWE role internally at FAANG for a more established path 'up' (not sure this resolves the scope problem especially at FAANG as I think SWE-DE's can almost be even harder to get to L6+ on because they generally lack stakeholder visibility and focus on more top down work?).
2. Seek roles outside of FAANG where the scope of the work is already scoped to L6+ e.g. Airbnb so the 'heavy lifting' has been done in terms of scope.
3. Refine your scoping strategy within you own team, and if so, how?

Note: my motivation is to thrive at work, this isn't for a promo, just incase the post comes across as promo-focused. :)

What if manager is asking more things that you could accomplish?

What if most of the people accomplish only P1 priorities and do not have time for anything else in the org?

What if there are kids that need more attention and work life balance is not great, how to set strict boundaries and if you are not caring as much about level and total compensation?

1. Team Charter: Overview of our mission and values?
2. Milestones: Key goals for 2 weeks, 2 months, 6 months - clear success indicators?
3. Key Contacts: Priority teams and individuals for relationship-building; schedule meetings? Essential tech leads and engineers contacts for insights across the org?
4. Priorities: Weekly/quarterly priorities and alignment with company goals?
5. Challenges: Major team challenges and my role in addressing them?
6. Time Allocation: Expected distribution of my time across tasks?
7. Learning Resources: Key documents or experiments to review?
8. Project Ideas: Prospective projects and their scope (T-shirt sizing)?
9. Performance Criteria: Access to the performance and progression rubric?
10. Meeting Cadence: Preferred frequency for one-on-one meetings with manager, skip and peers?
11. Feedback Schedule: Ideal timing for feedback sessions for peers, manager, and skip?
12. Communication Preference: Written or verbal communication preference? Anything else?
13. Asking for Help: Procedure and contact for assistance; onboarding buddy?
14. Proactivity & Dynamics: Steps to proactivity and understanding organizational dynamics?
15. Current Focus: Main current team issue or project?
16. Recent & Future Work: Recent achievements and future plans (month, quarter, year)?
17. Innovation Opportunities: Any tool/process gaps I can fill with a new solution?
18. Team Charter Feedback: My understanding of our mission and KPIs; do you agree?
19. People to Meet: List of essential PM's and people to influence across org teams.
20. Project Ideas: Observations and potential impact with rough T-shirt sizing.

Anything else, also please reply if you were my manager if you can Alex + Rahul?

Here are some ideas of improvements, but I could be wrong for Meta culture?

Self-Reflection and Continuous Learning: Constantly assess your own performance, seek feedback, and commit to ongoing learning and development.

Passion and Dedication: Cultivate a deep passion for your work or goals. Greatness often stems from a strong emotional investment and dedication to excellence.

Taking Risks: Be willing to take calculated risks. Moving from good to great involves stepping out of comfort zones and embracing uncertainty.

Vision and Purpose: Develop a clear vision and purpose. Great achievements are often driven by a compelling goal or mission.

Building Relationships: Foster strong relationships and networks. Collaborative efforts and support from others can fuel the journey from good to great.

Resilience: Prepare to face setbacks and failures. Greatness requires perseverance and resilience in the face of challenges.

• How to get involved in strategic initiatives that align with the company's long-term goals? This could involve working on new product developments, exploring new technologies, or improving internal engineering processes.
• Where to find those projects and with sponsors?
• Building effective alliances takes time and consistent effort. How to be patient and continue to foster relationships even when immediate benefits are not apparent?

Offering advice or solutions without being asked, especially when you may not be fully informed about the situation, can come off as know-it-all behavior. Offer help or advice when it’s requested or when you're sure it's needed.

How to avoid working closely with others on projects that does not allow you to demonstrate your skills in a team context, emphasizing collaboration over competition?

What are the common mistakes to overstep and to look like you are showing off?

How to highlight more of collaborative success that often speaks louder than individual achievement?

Ultimately, there is no shortcut to a promotion at this level—it requires significant, consistent contributions that demonstrate your readiness to operate at a higher level of responsibility and impact. And I understand that it might not be easy on those levels, but most of the things described in the official documentation are pretty intense. Is there an easier path to get to the top by doing things smarter and not harder? For instance, there are things that people could do in other companies for bonus points like organizing hike for the team, building Movember type of volunteering event or soccer tournament for the org?

How about the following examples?

Mentorship and Team Development:

Actively mentor junior engineers and contribute to team development. This can include leading internal workshops, contributing to onboarding processes, or providing regular, constructive feedback to peers.

Community and Culture Contribution:

Contribute to the company's engineering culture and community. This can involve contributing to open-source projects, improving internal tools, writing engineering blogs, or participating in company-sponsored volunteer events.

Our office in Bellevue, WA has a beer pub next to it, is it common for people to get team building starting after work with a pizza or a draft IPA in company like Meta?

Finding a mentor requires effort and patience. It’s about building relationships based on trust, respect, and mutual benefit. By actively seeking out mentors and demonstrating your commitment to growth, you can gain invaluable guidance and support as you navigate your career path.

How to find the best people who would like to be mentored and people who are mentors?