Mission: cyberThink's goal is to fully satisfy its customer's needs through exceptional service, dedication and cost-effectiveness. We want to help you better position your company by providing you with the best professional and technical talent
I have been working at cyberThink full-time (More than 8 years)
Good marketing, legal, immigration, and accounting team.
Performs on promises for GC, project lookup, and timely salaries.
The marketing team has to be pushed up to keep scouting for new opportunities with good billing rates in assigned territories. The team needs to embrace new mktg tactics.
Management needs to be unified under one roof ignoring their personal gains and incentives when confronted with bench candidates vs. direct clients. Employees often lose out due to internal management politics.
Lack of training and strategic guidances on skill and knowledge upgrades. Advise: Management can consider tie-ups with online universities and academies to raise knowledge and skills of consultants resulting better billing rates in changing technology arena. Investments in consultants should be a priority rather than building offshore team and assets.
Lack of 401K match discourages almost 80% of employees to park their retirement corpus. Also, the investing options must be frequently revised to the changing environment and must shift focus from higher to lower fees and diversified portfolios. Advice - better retain or tie-up with a professional consultancy who can invest on employee behalf.
Healthcare insurance rates are soaring, and there is little from management in these regards.
Direct clients are negligible, and management lacks the focus to increase them. Also, contracts with tier-one and VMS are pretty insignificant. Most times, they prefer to deal via small boutiques rather than building long term relationships. Advice: Create a team whose focus must be to build and nurture associations with corporate and other major significant VMS/Tier One partners.
Lack of paid holidays for consultants and improvising percentage rate since the perception is most consultants make decent returns on their bill rates which are not true.
Immigration/legal team needs to be proactive in responses and should reconsider/revise cases of EB3 candidates to EB2 based on work experiences or by suggesting better universities for advanced programs. They must recommend on the quicker path to citizenship and not on the road to slavery (EB3).
Most consultants lack knowledge about the company, its employees, its revenues, direct clients, etc. This issue can easily be surpassed if the management decides to publish quarterly updates on issues like key associations, recognitions, the number of employees, visas, hirings and other matrices that builds awareness and loyalty.
Advice to Management
Be little proactive and come out of the 'king of little's world' mentality by adapting to changing immigration and political scenarios. Build loyalty and branding by putting employees first. Similar startups (e.g. Collabera aka GCI) with same incorporation year, partnership structure model, with a vision has gone ahead building a global brand and 8x plus the revenues and 10x times the employees.
I applied in-person. I interviewed at cyberThink.
Interview is 5 step process with different teams.
first interview is behavioral interview with two people, then two teams will do technical teams. Basically after this you interview directly with their clients where they place you and client has their own interview process.
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