thomas silver wrote:Sorry for not mentioning it earlier that I was referring to US market. I think I am missing something as I do not understand how the company HR likes to use head hunters even if it receive %50 back from them for landing a candidate, as Rambo Prasad indicated. The company still has to pay the other %50 to the head hunters (on top of paying salary for internal HR), am I right?
arulk pillai wrote:I also noticed that the margin charged by some recruitment agencies can vary depending on how desperate you are and how well you negotiate. That is why I rely more on networking to find assignments where possible.
vijay jamadade wrote:Hi Friends,
I just switched to new company. I have been allocated to project. We have a big team.
Please share your experiences on how you should get mixed with the new environment? how to avoid the conflicts ? how to know about the responsibilities?
I mean what things you think to consider to do.. I want to be a good team player but people here are not frank.
Danish Shaukat wrote:
No big company or a multinational will hire me for a managerial position unless I have a management related degree. Most companies here are service based companies and there is no room for growth if I stick to the technical path.
Danish Shaukat wrote:
You can easily pick up a bunch of courses in MBA that will not have much relevance to the software sector. So it is the same with Engineering Management.
Pat Farrell wrote:The Business Schools claim that any good manager, properly taught, can manage anything. They have to say that, its part of their charter. But I don't agree. I've seen too many MBA holding folks think they can manage software projects, and most of them fail.
Campbell Ritchie wrote:This sounds like a puzzle question like "how do you weigh an elephant?" If you have seen it before, it is very easy. Such an interview is as much a test of memory as of intelligence.