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Recent Stripe Interview for SSE position

Senior Software Engineer at Taro Community profile pic
Senior Software Engineer at Taro Community

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?

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Posted 8 months ago
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2 Comments

Is it normal for a company to track performance related metrics and use it as input for promos/bonuses?

Senior Software Engineer at Taro Community profile pic
Senior Software Engineer at Taro Community

The company I work for started tracking a wide range of metrics related to our day-to-day work (with an external tool called LinearB). It integrates with pretty much everything to collect as many metrics as possible such as lines of code, number of PRs, size of PRs, time spent on reviewing, cycle time, time spent in meetings, etc. These tools feel like they only aim to gather as many metrics as physically possible, but do not always manage to put them into context. For example if you go on holiday or sick leave, all your metrics go down (for obvious reasons).

Personally I feel some of these metrics are straight up toxic and I also see that many people in our company started feeling paranoid about this and feeling an urge to “game” the metrics so their numbers look good.

The reason for this is that initially we were told the metrics are only going to be used on a team level, but now we are getting strong signals that this is used on the individual level as input for things like determining promos, raises, bonuses, etc. I know that there are standards and best practices to follow (like having small, meaningful PRs), but using these metrics as a signal for perfomance feel stupid, because it depends so much on the type of work I do. One week I'm debugging a production incident and it may be resolved with a single line config change, the other week I'm writing tons of unit tests, etc.

We were told that this whole thing is pretty much industry standard and very common at big companies like FAANG. Is that really so? If yes, could you elaborate on how is it implemented and how do you deal with the stress associated with trying to maximize your metrics (which may not be a direct consequence of "getting the work done", so you have to do extra just to increase your metrics).

Really appreciate all you inputs. Thanks.

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Posted a year ago
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3 Comments

Dealing with "This offer is the best we can do for this level"

Anonymous User at Taro Community profile pic
Anonymous User at Taro Community

Context:

  • Opportunity:- A month ago, I interviewed at a recently IPO'd startup for a senior SWE position and did well.
  • Uplevelling:- The interviews apparently went so well that they suggested I was a good fit for a staff SWE position on the team and made a verbal offer for that.
  • Subsequent Downlevelling:- The actual offer was delayed by 2-3 weeks only for the final offer to be a senior SWE offer.
  • Compenstion Issue:- The final offer is a bit (~10%) lower than all my current offers on all compensation components (cash, stock, sign on). Also, I'm still awaiting a couple of more offers that could be even better paying ones.
  • Recruiter Constraints:- The recruiter stated that this is the best offer they can do for the senior SWE level. This might be true given the ranges available on Glassdoor but I'm not too sure since there was only 1 data point available.
  • My Opinions:- I really liked the team, the manager and the kind of work for this opportunity. But I don't want to leave out on a meaningful amount of money being offered by other opportunities.

Questions:-

  • Assuming that the offer is genuinely at the top range, can I still attempt to negotiate given that the team believed I'm suitable for a staff SWE uplevelling?
  • If I should negotiate, how do I approach it given that they've stated it's the best they can do?
  • Do companies offer compensation beyond the high-senior SWE but below the low-staff SWE ranges to good candidates?
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Posted 2 years ago
219 Views
2 Comments