OkCupid reviews

Backend system is broken. Everyone knows this, yet they are amazingly indecisive on owning it vs maintenance. Onboarding process is nothing like the job itself. Nepotism is obvious and kinda unique. New hires are management referrals all the time. You have people who know each other for a long time making decisions for the company at the expense of others and benefit of themselves. Retention rate is embarrassing. Everyone who isn't on the inner circle will leave after their options are vested - and this vacuum is filled internally most of the time. Product is kneecapped in its growth. Best they can get is Tinder's sloppy seconds. This is also why they are the most isolated child of Match Group and a complete afterthought that isn't a huge cost center but won't ever be a big profit center either. Managers care about themselves. They can be replaced by a bot, as they lack empathy, mentorship and decision making skills, and just carry out "business". Actually there are no managers, they're a senior engineer/manager hybrid like Apple but that doesn't really work in this company setup, since the managers have mostly been given the position instead of earning it. Innovation is discouraged since leadership is unable to make pivotal decisions on the engineering direction. By solving a few engineering challenges the company can generate huge momentum to grow dimensionally, but every engineering problem that gets resources allocated is to meet a marketing deadline Pair programming and collaboration between engineers has a high cost to it: your manager will know that you couldn't finish something on your own, and it's a negative point against you. Public Slack channels are basically silent and only used to gloat. It's best to limit your opinions and communication to private messages with folks you predict are trustable, otherwise be aware that public messages are all being monitored carefully by whomever you report to. This is a great tool to paint you as the escapegoat, to hide the larger more difficult issues behind the very pointed and public blame put on you Engineering isn't a very friendly environment. You're not a person, you're another cog in the machine, do as you're told and make the right people happy to earn a promotion or be square.

Very high turnover rate, and some positions are impossible to fill. Four people have been tried for a Backend Eng position in a particular team, all failures. The lead recruiter left after 5 months. They all leave for better jobs too, they are not sum bums who cannot hack it. A diversity hire left for Adobe after only 4 months. Their best employee in 2021, as recognized by Match Group, left just a week after becoming a director for an inferior title elsewhere. Company policy is applied based on how connected you are to the people at the top. For example, lead recruiter decided to quit. They forced him to sign an agreement that stops him from working for a dating platform for at least a year. He had to wait an entire year to get his dream job at Hinge because of this. However, around the same exact time, one of the Engineering Managers decided to quit to move west with his partner. Because he was close friends with the other manager and the CEO at the time, he was able to go directly to Tinder without having to wait an entire year. CEO has servants, not colleagues or employees. He constantly interrupts people during meetings. He has a top-to-bottom outlook on almost everything and whenever he speaks you can feel the excitement leaves the room and everyone is on their toes listening. He becomes a coward when someone from Match Group drops by. He is also very stiff about changing company policy. Even though on your first day he drops a DM to say friendly things, it's impossible to reach him without the proxy of your immediate boss. His direct reports are also all the people he's interacted with at other companies before. All white guys of a particular religion, too. Promotions are based on how connected you are to the people at the top. In one promotion cycle I observed: manager to VP, and engineer to manager twice. There is no roadmap to how teams are assembled. If your boss likes you he (and it's always a he) will give you a run at the position that is vacant. Ask them to explain to you how can someone efficiently manage a team two weeks after joining the company as an engineer? The answer is because this engineer joined his buddy's company. They've scratched each other's backs for more than a decade, why stop now? Remote unfriendly culture, the number of flexible days you get is based on how connected you are to the people at the top. The rule is simple: if everyone knows you, you can be permanently remote working from Rwanda for all they care. If you've been hired as a referral, you can have 3 days working from home. Otherwise, come to the office everyday because you need training - but you keep doing the same things as you'd do remotely anyway. I should emphasize that there is literally zero training available to new employees. If your boss does not know you, he (and it's always a he) is not interested in getting to know you, or mentor you, either. Just do your job and if you seem like trouble, he will go on a mission to force you out. He has to. His buddy asked him to.