Mid-level engineers have very strong technical proficiency, able to execute on small to medium-sized projects with minimal hand-holding, leveling up from junior engineers.
I am good at LeetCode style problem solving and can also manage system design, but I never get interview calls when I apply through the company portals. Also recruiters barely accept LinkedIn requests and even those who accept them do not respond when reached out to for an open position.
I have been repeatedly told that I have a tendency to drop things when doing context switch between multiple tasks. How to manage my tasks effectively so that I can minimize this pattern?
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?
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?
I think I could get an L5 offer now if I pushed for it, but is it fine to level myself at L4 to make things easier on myself? Then I'll try to perform at L5 anyway but it will be a-ok to not quite make it.
In quarterly conversation with my manager, for questions like how I’ve contributed to Quality or any other sub dimension I got response that I should talk about team and not only how I (as an IC) contributed. And I honestly struggle here. Any tips? How I upgrade myself to talk about impact at team/bigger level and not only at personal level?
I've heard Alex, Rahul, and other engineers within Taro talk about handholding when joining a new company for all engineers and for newer engineers in general.
What does it mean that an engineer doesn't require handholding anymore? Does this mean the frequency of the questions gets diminished or is it more about needing as much initial help to start tasks or something else entirely?
My manager said to me in 1:1 that I take too much time to context switch from one task to the other. He said I can do a better job on my whole multi-tasking approach toward work.
Any tips on how to improve?
I've been debating this though for a while. Is it worth it to go for a principal role (61 -> 62 -> 63 -> 64) or just go and build something your own
I get a lot of JIRA tickets for bugs where it's not clear what the fix should be. How can I find the problem area and relevant code faster with these issues?
Given this industry, switching is always somewhere in my mind. How can I figure out if it makes sense to pursue that or stay? When it comes to staying, how do I know if my current team is conducive to my overall growth and goals going forward?
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?
There's a lot said about asking great questions, but I'm wondering what guidelines apply to the other side: Providing great answers. How can it be done in a way where the answer resonates the most with the asker and the relationship is built up?
Recently, I have found myself just working on the tasks and investigating the bugs that my manager tells me to. However, from a performance perspective this would be considered "meeting expectations" at best. How do I develop a nose for impact and introduce new, innovative ideas to my team that really improve our product or development workflow?
At Microsoft, basic criteria for promotion is to deliver at next level consistently. Example: At L62, i need to work and deliver at L63s work level standards.
My skip level manager arranges 1:1 every quarter to know if everything is going good, if I need any help from him or if I have any questions. How can I best utilize this time?
I've been at mid-level for a while, so I want to level up to senior quickly. However, I'm not really sure what I need to do to make this jump - The feedback across my manager and engineering mentors has been good.
As a mid-level engineer, my goal is to advance to senior in the next year or so. I’ve been looking at the career ladder defined by my company, but I still want something a big more concrete.
I'm on a team with many new SDE 1s, and I'm trying to get them up to speed. However talking with all of them takes a lot of time, and it's affecting my velocity with project execution. My manager suggested that I set up office hours. Does that idea make sense and are there any other ways to make this all more efficient?
What are the common failure modes you’ve seen for new engineers at Big Tech cos, where they had to quickly exit the company due to bad performance?