How are SDE performances evaluated?

I have seen from the place I work at that growth (in terms of monetory benefits and opportunities) is much better for SDE folks than Data Science people. 1. For freshers it's easy to learn to write css and get complete responsibility of a task henceforth on completion getting more recognition and praise than in Data Science. Good tasks are almost never given directly to freshers due to steep learning curve in the field hence leading to lower growth rate. 2. SDE folks generally have tasks divided into sprints which make them a lot more easily trackable and appreciable at reviews, whereas in DS at least at the place I have worked tasks are given haphazardly and almost never account to much while reviews. 3. Another observation is that folks who have worked for about 3-4 years in SDE profiles have now become team leads whereas DS folks have not been promoted at the same pace Looking at all this, in my opinion data science folks are treated as second class citizens as compared to sde folks. All this might not be true for all the firms, and I want to know if anyone else has some views on this. I'm frustrated!

Hi everyone, I am currently working as SDE. I do my work very well and i receive accolades from manager and my team members as well. But whenever i discuss my growth ideas with manager, i always receive same feedback i.e. i need to know about the other peoples are working on which task and i need to provide feedback in design discussion call. I am bit confused. I know on very high level about the task but not very much context. And i always provides my pov in design discussion if i am aware of that particular thing. My of our team member's work doesn't overlap with each other. In that case for me it is very hard to share my pov as i don't have more context. Any suggestions how can i overcome two above problems. Thanks all

What is the Tech Team Hierarchy Structure in your organisation? From SDE-1 to CTO? Curious about the structure of Unicorns (CRED, Zomato, Swiggy, Urban Company, Viacom18).

For SWE, there are clear goals and results (“Did their code work well?”), but for roles like PM where output is not directly measurable, and is subjective, how is the pay determined?

Razorpay probably has the most overrated engineering culture from the outsider's perspective. Everytime on Twitter there's some npc telling how Razorpay is a dream place to work at or how Razorpay engineering is the holy grail. From inside it's hilarious that someone could even think of those things. There's no learning path, especially in payments business unit for engineers who are forever stuck in ad hoc tasks. There's no long term plan, no roadmap, just PM and EMs shoving down and hocs. Even in terms of learning from peers, there are so few charters where someone works with a lead, mostly it's just slogging it out alone in an ad hoc or some bug fix. It's almost always an eternal cycle of never working in impactful projects -> never get assigned one, because there are so few -> get average reviews -> again being asked to work on "impactful projects". If anyone is under 3/4 yoe they should stay away from razorpay for their careers sake.

Razorpay has openings for 1. Staff SDE 2. Product Development Engineer 2/3 3. Engineering Manager 4. Product Manager 2 and more. Let me know if someone needs a referral.

SDE1, SDE2, staff engineer What exactly do you do/code and how does work change as you progress up the flagpole?

SDE 2 interviews vary quite a lot from company to company and so it confuses me on what to focus on, can senior folks please guide? What should be prior order between these and what are helpful resources you came across: - HLD - LLD - DSA - WEB DEV OR CORE ENGINEERING SKILLS And will my personal projects matter for sde 2 roles?

While I 100% agree that a PM at a company like Juspay that sells technical products needs to have good technical proficiency to the extent of understanding code as well, why are there no EMs? In a company that's as engineering driven as Juspay, it is all the more important to have EMs who bring in valuable 8+ years of industry experience and have the know how of guiding engineers on building reliable scalable systems and logic. I learnt that Juspay expects PMs to do it all. Questions to Juspay PMs : Do you conduct sprint planning meetings? Are you responsible for the Engg team's performance metrics like sprint deliverance ratio, production issues caused, bugs raised, etc. ? What's the importance and significance given to hardcore product work like doing quality product discoveries ? Do you do code reviews? Are you responsible for Engg downtimes? Given that you are donning multiple hats and doing more than one person's work, what's your WLB like? A good way to measure this is how much time do you get to pursue your personal hobbies, say like hitting the gym, on a daily basis ?

What are generally the metrics used during layoffs ? Is it division by division or each employee is vetted for his performance and contributions ? Do high salaried folks generally targeted even if they have good performance and history with company ? With the overall bleak atmosphere in startup ecosystem and lack of transparency in this process from employers wanted to know how are decisions made. Most say it is performance based in news, how true is that ?