Are your office manners irksome to colleagues? - Career news

Are your office manners irksome to colleagues? - Career news

Amazing opportunity with Amazon IDC -- Hyderabad

Hi,

We have the below open position at Amazon India Development Center (Hyderabad).Please share your profile for the same at udayv@amazon.com

Software Development Engineer II - Global Financial Systems

Massive data volume + complex business rules in a highly distributed and service oriented architecture = a world class information collection and delivery challenge. Our challenge is to deliver the software systems which accurately capture, process, and report on the huge volume of financial transactions that are generated each day as millions of customers make purchases, as thousands of Vendors and Partners are paid, as inventory moves in and out of warehouses, as commissions are calculated, and as taxes are collected in hundreds of jurisdictions worldwide.

Vendor Payments Systems (VPS) team in Amazon's Global Financial Systems Org is seeking an exemplary Software Development Engineer with broad technical skills to help us build our next generation extranet applications for Amazon Vendors and a centralized intranet portal for day to day activities of internal business customers.  Vendor Payments Systems team is completely located in Hyderabad, India and owns the invoice and payment processing for worldwide Amazon Vendors. Billions of transactions that are handled in this space give us a unique opportunity to innovate on both technology and business front and helps to improve free cash flows of company.

The ideal candidate will draw upon exemplary analytical, critical thinking and problem solving skills, deep software development experience, and a passion for creating maintainable, highly reliable and scalable user facing applications that are accessed by thousands of external Vendors and internal Customers. Successful members of this team collaborate effectively with internal customers; other dependent development teams in Amazon and technical support/sustaining engineering teams to develop new applications successfully against high operational standards of system availability and reliability. We look for engineers who are excellent communicators, self-motivated, flexible, hardworking, and who like to have fun. In the long run, this candidate is also required to lead development team that works on vendor facing/customer facing applications.

Qualifications:

•        BS or MS degree in Computer Science and 5+ years of industry experience developing large scale enterprise software.

•        Solid proficiency with an OO language (preferably Java) and design patterns.

•        Experience with RDBMS scaling challenges, data modeling, XML, XSLT.

•        Experience in developing highly scalable & available web services and user interfaces. Experience with Ruby on Rails is preferred. (Not Mandatory)

•        Penchant to work with business customers and innovate on business processes.

•        Excellent written and verbal communication skills.

•        Maniacal customer obsession.

Preferred Qualifications:

Experience in Managing small to medium size development teams are preferred still being an IC role.(Not Mandatory)

Thanks & Regards,

Uday Kiran.

"Next Generation Recruitment"

Just thinking if the staffing teams across the globe are going with a shift according to the intellectual markets.

Recruitment is an art and science which is predefined and has a purpose across all organizations and is omnipresent.There has been a drastic trend in the way talent mappers have changed their working style and have aligned themselves to the shift with a swift and still growing ahead with better crux.

The capabilities of recruiters have changed from traditional process to Gen X pace and have started with social networking and few tools.

So, Social networking has been a key asset to any Gen X recruiter to sustain and grab a visible space in the dynamic markets.

Balanced Interview

BALANCE IN INTERVIEW
Interviewers frequently fail to apportion interviewing time appropriately. They permit the interviewee to spend far too much time on one area of his background and far too little on some of the other areas. Such interviews lack balance.
The ensuing lack of interview balance precludes comprehensive evaluation of the individual's qualifications. In fact, lack of interview balance can frequently lead the interviewer to arrive at erroneous conclusions concerning the interviewee's suitability. Time spent in the various interview areas with interviewers for higher-level positions should be apportioned roughly as indicated below :
WORK HISTORY …………………………………………………. 20 to 25 mins.
EDUCATION ………………………………………………………. 10 to 15 mins.
EARLY HOME BACKGROUND …………………………………. 10 to 15 mins.
PRESENT SOCIAL ADJUSTNENT ……………………………… 5 to 10 mins.
It must be emphasized, though, that these time allowances are to be used only as a rough guide. If the interviewee is fresh out of college or has had limited or no work experience, proportionately more time should be spent on his education and on the other areas of his background.

'A Leader Should Know How to Manage Failure'

(Former President of India APJ Abdul Kalam at Wharton India Economic forum , Philadelphia , March 22,2008)



Question: Could you give an example, from your own experience, of how leaders should manage failure?



Kalam: Let me tell you about my experience. In 1973 I became the project director of India 's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India 's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.



By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal . It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India ]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.



The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.