Staff Engineer Career Development Videos, Forum, and Q&A

A meta recruiter reached out to me and I asked for study materials and he sent back materials for IC6. What level is this and is there anything special I should study for this role besides DSA?

Hi folks, I need your help to understand if any action can be taken from my side here.

I gave Stripe interviews recently for SSE (Bangalore) and here is the feedback I received.

Round1 (LLD) - Strong yes

Round2 (Bug Squash) - No

Round3 (Integration Round) - yes

Round4 (Systems Design) - Strong yes

Round5 (Manager Round) - yes

I am aligned with this feedback except Round 2 (Bug Squash). I thought I had a strong yes in that. I was very easily able to navigate the code, find out the bug, fix it, and explain it. We were left with 15 more minutes so she gave me another bug to solve. I reached halfway on that, was able to partially figure out the bug. Didn't solve it but I think the expectation is to solve just one bug.

I have communicated the above with HR with a positive outlook.

Also, I felt that the interviewer wasn't very present and interested from the beginning so I think that the interviewer hasn't given much thought to this.

Current status: They have sent the case to the hiring committee for SSE but the HR mentioned that I might get downleveled. But I have been pretty vocal that I want to be considered for SSE only. Another factor she mentioned is I have a borderline work ex of 5.5/6 years so that might also contribute to this.

I asked the HR if I could reinterview for this round but she mentioned that's not possible and is not part of company policy.

Anything that I can do here?

Hey! I am joining a startup as a Staff Engineer. I understand, titles can be inflated at a start up. However, it is becoming increasingly difficult to get to staff at big tech, without a supportive team.

My eventual goal is to be a staff engineer at a FAANG, or a very high achieving Senior at a FAANG. I want to use this startup "Staff" as a way to really hone my skills, learn and grow. Purely focussing on my love for coding, software engineering and learning, and not motivated by money.

Keeping the above in mind, how can I ensure, I have staff level scope ( & not just a title) at this startup.

And any tips for successful onboarding at a startup helps, from your personal experience.! ( Yes, I went through Rahul's course already :) )

It is a series B start up, with 70 people.

One of my friends got escalation from the XFN team on harassment. They connected his comments about blind and suggested that it is not acceptable to director level on partner team. It was no details about anything else, or why it is harassment.

Right now I have 25 min per week in our 1:1 and after quick top of mind exchange it is usually 15 min left. So I am getting only one hour per month of quality time to discuss what is important. I feel it is not enough, and my manager has 11 reports.

I've just accepted an offer from a crypto startup, before my Meta interview loop is completed. Even if I got an offer from Meta, I would choose the crypto startup over Meta, so I'm debating whether or not to terminate the loop. If I continue the loop there are of course two potential scenarios:

1. If I pass the loop and get an offer and decline, I have read that if I apply again within a year the process would be easier to get through -- maybe I could go directly to hiring committee/team matching? Is that true?
2. If I fail the loop, then I would not be able to interview again for 6-12 months?

I feel like scenario 2 isn't such a big risk, while there are significant benefits in case scenario 1 happens to offset the risk of 2. I'm not sure though about how true the assumptions above are.

Any thoughts? Thanks!

Hello

TLDR: I started a new job in September last year, and within three months, I was placed on a Performance Improvement Plan (PIP) with impossible tasks to be completed within four weeks, essentially setting me up for dismissal. Two months prior, I had been seeing a doctor for health issues, and they advised that the PIP would likely worsen my condition. The doctor recommended taking Short Term Disability leave to focus on my health. The tasks I was assigned for the PIP were eventually completed by two engineers (1 staff and 1 Sr) over four months. My Short Term Disability leave ends soon, and I'm unsure whether to return to my old job.

Question for this community:

1. Is it a good idea to return to the same job after being put on a PIP and taking medical leave? (HR informed me that the old PIP would not be in effect upon my return from Short Term Disability leave. However, I'm unclear on how this process works).
2. I want to change teams upon my return; is this something I can negotiate with HR before trying to go back?
3. I like the company and its culture but ended up in the wrong team with the wrong manager. Is there a way I can remain employed at this company but join a different team and manager?

More Context: My manager was present during the hiring interview, where I clearly expressed my desire to move away from a particular tech stack. I was highly rated in the interview and received a generous offer, which I accepted. However, once hired, the manager assigned me to a project in the same area I wanted to avoid. Given it was a high-priority project and my first assignment, I reluctantly accepted. 1 month into the job, I faced a personal emergency requiring a few days off. I shared the reason with my manager, who seemed understanding at first. After that, the manager's behavior changed drastically. They began assigning more work, constantly switching me between multiple issues and projects, and bullying me in meetings. Despite working overtime (12-14 hours/day) to meet expectations, their attitude worsened. This was the worst manager I've encountered in my 14-year career who had unreasonable expectations as far as ramping up on the projects is concerned and it almost seems like I was hired to be fired in this situation. Note: This is not at Amazon.

Any other pointers would be appreciated. Please help.

Recently I got pulled into an org wide project which is basically a tussle between senior architects.

There is a lot of back and forth on the approach, cost, implementation and roll out. Every point being presented by one is being contested by other.

What inputs can you give me to how to disagree and share my inputs and to steer the conversation to a conclusion.

Hello! I'm in the final stages of my interview process at a few companies. I heard two days ago that I'd be getting an offer from a public company and just today a Series B company said they were going to extend an offer. (I have 30 minute chat with a Series A CEO tomorrow and an offer seems likely) The Series B company today gave me their comp range for Staff, but did not make a specific offer. The recruiter asked me to come up with what I wanted my comp to be now that I know the band for Staff. It felt odd not getting a specific number.. but I suppose I can consider for the purpose of negotiation that they are offering the top of the range and I can negotiate from there? The recruiter did say I was their best interview (!) so I feel like I have a fair bit of leverage here to potentially get an offer well above the stated band.

This is a bit further complicated however by the fact that I disagree with the methodology the recruiter used to value their options & tokens. I.e. if I agreed with their valuation the TC at the top of their range is what I am targeting, but according to my calculations the TC at the top of the range is 35% too low. So I'd probably need them to double the equity/token package to make this worthwhile. The top of the range for base is also below my base target, but not that dramatically. . . more like 5%.

Am I better off asking for a Sr Staff leveling or just ask for comp that's above the band for the Staff title? I imagine bands are more strict at public companies than they are at a Series B.

Finally, I'm wondering what people think about adding acceleration & severance upon termination w/o cause as a negotiation lever. Given the volatility of the cryptocurrency market I am concerned about job security in this role, so some security that would be provided by an acceleration upon termination clause in my contract would help me swallow the somewhat low base & illiquid equity that they are offering. Do Series B companies ever provide that to non-VP/C-level hires?

I am primarily working on Python. Would like to know how common Go is in the web space.

And what are some resources for getting into web development using Go and how to performance tune and get a deep dive on the internals of the server?

I have about 10 years of experience and currently working as a Staff Engineer. Have worked only in small startup companies.

I consistently get above expectations in appraisals as I always display ownership and have been open to pick new skills and have understanding of the product.

Now coming to the issue, I get stuck with DSA questions and somehow not able to come up with intuitions and don't have the practice to solve any algorithmic problem in 40 minutes.

I seemed to have survived in tech with basic curiosity and common sense till this point LOL!

What about me the best way to pick the skills to crack interviews at big tech spending time to cover topics of DSA, LLD, system design and other rounds?

Recently had an interview with big tech where I proposed a solution that was pretty much textbook From the Alex xu books. I have had similar experiences with educative. They are all undeniably detailed and great but I feel there are some edge cases that are hard to figure out unless you have worked in those systems.

Educative and Alex Xu books are not perfect representations of system design either. There are some small gotchas that a big tech experienced interviewer would catch. This also happened with cochroach db interview where this very senior engineer figured out the material I was using and asked a targeted question that he knew was a flaw in design but not discussed in educative course

So I guess the question is how do I do better ?

I have studied DDIA, alex xu books, Educative.

This is question for staff interviews for senior engineers

Direction: Strategy formulation and road mapping are key, along with influencing and collaborating with other teams. How I could promote proactive inclusion of ideas on other teams’ roadmaps and engaging with leadership to drive product decisions. It’s also important to consult with managers to identify tasks that create the most impact, whether they are big or small. Engaging in strategic and road mapping discussions can be highly beneficial.

Hi Taro community,

I have gone through the in-depth explainers on Side projects and totally understand the importance of having good side projects on your resume. However, I have been working in the cloud-infra space in my recent company (Tech stack is heavily based on Python, SQL, JS and ElasticSearch) and was wondering how I could explain impact of any side projects in this space (like for apps we have downloads, for websites we have how many times visited, no. of signups, etc.), what kind of side projects could I target in the cloud infra space that can have some quantifiable impact as well?

Hi All,

Provided one is working full time it might not be possible to market your product or side projects on professional networking sites like LinkedIn mainly because it may ring a bell and other obvious reasons.

I think other social platforms like Reddit and Twitter can work and are relatively safer in terms of getting noticed my your manager or company folks.

One option I can think of is to ask your friends or hire a marketing person to do this for you but it will cost me.

Curious to know the opinion from others. Thanks,

How to seek manager or TL’s support on project unblocking or career growth?

What topics I should talk in 1:1s with my manager/TL?

How to build the connections with leaderships?

How to build your reputation in new area?

How to use better story telling?

How to better align on the organizational goals?

How to define the priority and work on your projects?

How to setup clear expectations for yourself and your team?

How to identify my gap to next level?

How to narrow my gap to next level?

The Hack language is indeed associated with PHP but it's not exactly a new version of PHP. Instead, Hack is a programming language developed by Meta (formerly Facebook) that operates within the same ecosystem as PHP and is designed to interoperate with PHP code. Hack extends PHP by adding additional features such as static typing, type inference, generics, nullable types, and async programming, among others.

Hack aims to maintain the fast development cycle of PHP while offering the added reliability of static typing, enhancing both performance and safety. It was developed to address some of the shortcomings and challenges of working with large PHP codebases, especially in a fast-paced development environment. Hack and PHP codes can coexist, allowing developers to gradually migrate PHP codebases to Hack, providing a smooth transition pathway without requiring a full rewrite. Meta originally developed Hack to run on the HipHop Virtual Machine (HHVM), which is used to execute both Hack and PHP code, significantly improving execution times compared to the standard PHP interpreter.

Meta recruiters request references of people you have worked with before who are current employees of Meta before submitting feedback file to review committee.

My question is what & how much impact does providing these references have on your application, candidacy and the ultimate outcome of the interview process.

Does it hurt your chances to not be able to provide these one or more of these references?