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Google'da İşe Girmek için Mülakat Soruları

Gangren

Son yazan: Gangren
yeri: Konu Dışı

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sharky Experienced

sharky

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Bir soru daha aklima geldi.

. ssh 'i biliyor musun ?
. ssh da baska bir network elemanina nasil sifresiz baglanirim ?
. nasi bisi bu ssh keyler ?
. kac tane var bu ssh keylerden ?
. private key ne ise yarar ?
. public key ne ise yarar ?
. kopyalamak lazim dedin, nereye kopyalamak lazim ?
. e peki ben bu key'i root dan da korumak istiyorum ?

tabii derinlere inerekten yine her seferinde. basit bir ssh-copy-id olayinda bile derine indik yani :)
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sg-1 Mentor

sg-1

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Dünyanın en büyük arama motoru Google, Avrupa’nın yazılım üssü İrlanda’daki çalışma ekibine genç dahi Murat Yatağan’ı da ekledi. 25 yaşındaki Murat Yatağan, dünyada Google genelinde çalışan 27 Türk arasına girmeyi başardı.

http://www.hurriyet.com.tr/ege/15357177.asp



o diil de ben bu elemanla beraber yüksek lisans yapıyordum la :/
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Rasmon Grand Master

Rasmon

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said:
Yatağan, Google’la imzaladığı iş sözleşmesinde, her çalışanın hayalindeki yüksek maaşın yanı sıra motivasyon artırıcı ilginç maddeler olduğunu belirterek, “Örneğin, ofiste görevli masörler, gün içinde ihtiyaç duyduğunuz her an size masaj yapıyor. Tüm gün ve gece ofis içinde sınırsız yiyecek ve içecek imkanı sunuluyor. Hatta bu yiyecekleri evinize dahi taşıyabiliyorsunuz. Çalışma süresi boyunca her türlü konfor sunuluyor” dedi.
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fenris Mentor

fenris

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said:
Yatağan, Google�a imzaladığı iş sözleşmesinde, her çalışanın hayalindeki yüksek maaşın yanı sıra motivasyon artırıcı ilginç maddeler olduğunu belirterek, �rneğin, ofiste görevli masörler, gün içinde ihtiyaç duyduğunuz her an size masaj yapıyor. Tüm gün ve gece ofis içinde sınırsız yiyecek ve içecek imkanı sunuluyor. Hatta bu yiyecekleri evinize dahi taşıyabiliyorsunuz. Çalışma süresi boyunca her türlü konfor sunuluyor�dedi.
ya kalın kısım bana bi umut sarıkaya karikatürü tadı verdi... :P
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nedanko Mentor

nedanko

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sharky gecmis olsun, espri yapiyorum zannetmeyin, ama google kaybeder yani. Cok kurumsallasan sirketlerin sorunu bu, basta ki gibi talent tutamiyorlar corporate structure icinde, mesela google ilk acildigi yillarda gitseydin eminim alinirdin. Microsoft ve simdi google ayni yapiya giriyor. Iki sirkette de ajanlarim var :P Isin sakasida, ayni seyi anlatiyorlar yani calisanlar.

Bak gecen bir yazi vardi;

Is Google at Risk of Becoming the Next Microsoft?

Editor’s note: Is the law of large numbers getting to Google? Innovation is hard, especially when a new idea needs to create billions of dollars in revenue for it to count. In the the following guest post, author and former venture capitalist Peter Sims talks about the challenges Google faces not to suffer the same fate as every other dominant tech company before it. Sims is co-author of True North: Discover Your Authentic Leadership with Bill George. His next book, Little Bets, will be published next spring. He can be found on Twitter @petersims.

In late April, JP Morgan invited me to a “thought leaders dinner” to discuss the latest goings on in Silicon Valley and digital media. In a private room at the swanky San Francisco restaurant Kokkari, there were about 20 of us seated around a long rectangular table, including venture capitalists from prominent firms, highly successful entrepreneurs, and a handful of people from J.P. Morgan, including Jimmy Lee, the firm’s well-known Vice Chairman, who sat at the head of the table. (I was, like Kevin Costner’s character in Bull Durham Crash Davis, “the player to be named later.”)

Anyhow, after about an hour and a few glasses wine, Jimmy raised the main question he was curious about: “I want to know from each of you: which company would you go long on and which would you short?” We could pick any timeframe. And, as it turned out, while the long picks varied widely from Amazon to Yahoo!, 12 of the 15 ‘thought leaders’ shorted Google. Jimmy was surprised, virtually astounded: “Wow!” he exclaimed, “You guys are really negative on Google, huh?”

I, too, was surprised. Google has been, after all, the most successful company in recent history (in terms of churning out growth and profits), led by Eric Schmidt, a well-respected CEO. And, we’ve seen book after book about why everyone should be more like Google. I admire Google, its people, and what they have been able to accomplish enormously. It’s astonishing. But the opinions in that room were not based on the company’s past performance. They were based on insights about Google’s future. Below are the reasons people cited for shorting the company (which, interestingly, were fairly diverse):

Google has experienced a severe talent drain over the past several years, losing some of its most entrepreneurial and innovative people. Although Google’s has high retention rates, Google’s talent challenge is not in terms of numbers, it’s the type of people who are leaving and why they are leaving. The talent drain from Google has been well documented. Venture capitalists in the room (without a vested interest in the companies) argued that Facebook and Zynga are currently considered hot places to work in Silicon Valley. Google has, for example, seen a stream of people leave for Facebook including, more recently, the likes of Erick Tseng, the senior product manager of Android, Google’s critically important mobile initiative.
People close go Google say upward management is slowly replacing the company’s early culture of innovation. Entrepreneurial types and thought leaders who feel confined or unmotivated are moving. People will even say that it reminds them of Yahoo back in 2004-2005, not the meritocracy they once joined.

The company has run out of easy growth opportunities and must now find big chunks of new revenue. With the core search business maturing, Google increasingly seems to increasingly feel the need to make some “big bets.” That is a problem that maturing companies face that CEOs call “the tyranny of large numbers.” Even mobile search, which is seeing impressive growth numbers of a small base, is still too small to make a material difference for the company. The company is obviously trying like crazy to find growth pockets, knowing that mobile is a ways off. The recent $700 million ITA acquisition is a great case in point of how it is going to spread out some medium-sized to big-bets to see what sticks. That is, companies must find bigger and bigger chunks of revenue to maintain growth rates. This problem is documented well by innovation researchers Professor Clayton Christensen in The Innovators Solution, and Jim Collins in How the Mighty Fall.
The company lacks a coherent strategy, especially in mobile. As Schmidt and other Google execs have stated, mobile is core to future growth. A number of people around the table that night had unique insight into Google’s mobile efforts. They argued that growing nascent mobile revenues will take significant time, especially since there aren’t many sizable acquisition targets available in mobile after Google’s purchase of AdMob. Instead, the recent purchase of ITA Software was an indicator of how the company might make some medium to big bets to see what sticks.
It’s about people, people, people. Google’s engineering-dominated culture isn’t news to anyone. But As Peter Drucker opined in his landmark book Innovation and Entrepreneurship, “Successful innovators…look at figures, and they look at people.” The company has long recruited people who fit a very specific profile.
Product manager candidates, for example, are told they must have computer science degrees from top universities. But while Google’s core algorithm was a brilliant feat of engineering innovation, a growing chorus of voices question whether it can be sustained. That cookie-cutter approach to people misses important opportunities for diversity and creates glass ceilings for non-engineers, both of which stifle innovation. Cultural hubris, another pattern Jim Collins in particular raises, is of foremost concern. It is often said that at Google the engineers lead engineering, product, and even marketing decisions. But when the company has failed, such as with Google Wave or Google Radio, critics have questioned whether the company really understands people.

For these reasons and more, perhaps the question that “in the know” Silicon Valley observers are now increasingly asking is: Could Google be the next Microsoft? That is, much like Google revolutionized search, Microsoft was a pioneer with its market-dominating operating systems and Microsoft Office. But outside the Xbox, Microsoft has struggled severely to produce new innovations. Deeper cultural problems were hidden by amazing performance and success.

One thing is for certain: it’s a pivotal time in Google’s history. If the company does not put these types of issues on the table, the chorus of short sellers will increase. But with mountains of cash, access to great people and big problems, I see the moment as an opportunity. It’s a chance to reflect, ask some tough questions, openly discuss the challenges, and incorporate some fresh thinking and people, so that this great symbol of global innovation can evolve and grow.
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sharky Experienced

sharky

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Sagol nedanko, ama yine de her ne kadar "talent drained" bir sirket de olsa, sirket Google. Dolayisi ile sirketin bana katacagi seylerden cok, benim derdim Google 'in complex yapisi ile ilgiliydi. Son 2-3 senede yeni bisey ogrendigimi soyleyemem ve Google'in complex sistemleri bana biseyler ogretebilirdi belki. Ama olmadi iste. Uzulmemek elde degil.

Neyse, ben bi askere gidip gelim.
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BonePART Grand Master

BonePART

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sg-1 said:

Dünyanın en büyük arama motoru Google, Avrupa’nın yazılım üssü İrlanda’daki çalışma ekibine genç dahi Murat Yatağan’ı da ekledi. 25 yaşındaki Murat Yatağan, dünyada Google genelinde çalışan 27 Türk arasına girmeyi başardı.

http://www.hurriyet.com.tr/ege/15357177.asp



o diil de ben bu elemanla beraber yüksek lisans yapıyordum la :/


nasi yane?
google genelinde derken?
turkiyede ofisleri war lan adamlarin

3 kisi taniyorum ben calisan googleda
entresan 27 kisi
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nedanko Mentor

nedanko

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Orasi oyle tabii sharky, neyse saglik olsun, bakarsin twitter olur askerden sonra :) Adamlar halen high load sorununu cozemedi, surekli patliyor siteleri, kaliteli adama ihtiyaclari var belli ki.

Bone bu arada Turkiye'de bu sirketler temsilcilik duzeyinde bulunur, ar-ge yapmazlar, microsoft'ta oyledir. Sen de bilirsin gerci. Yani yapilsa bile cok kucuk oranda yapilir. MS de yapiyo bazen ama ornegin tr msn sitesi icin yapiyo, cogu zamanda outsource ediyor. Herhalde o 27 kisi ar-ge de calisanlar vs dir diye tahmin ediyorum. Yoksa google'da cayci olmakta google'da calisan statusunde olmaz gibi, olsa da haber niteligi tasimaz. (ikisini ayni kefeye koymuyom tabii)
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dasaaa Grand Master

dasaaa

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emekçiler paticik isimli sitede çaycıların aşağılanması yüzünden tepkili.

"biz de önemliyiz!" açıklaması için yarın taksimde toplanıcak olan çaycılar derneğinin başkanı todays zamana konuştu. hıdır çayelinden zehir zemberek açıklamalar "bu hafta bizden çay yok. zıkkımın kökünü için"
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