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What does a computer scientist do at ISRO?

What does a computer scientist do at ISRO?

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Raghu Mohan
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December 5, 2016
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3 min read
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Did you know that the Indian Space Research Organisation wants to “launch a single rocket carrying 83 satellites” in 2017? That would be a world record, you know. India has surely come long way from launching its first indigenous satellite, Aryabhata, in 1975. ISRO has made the country proud. To put a satellite in Mars' orbit at a cost—USD73 million—lesser than the budgets of many Hollywood movies is an amazing feat. That too, in its first attempt, in 2013. NASA's Maven Mars mission set the US space agency back a whopping USD671 million. I remember reading an article where they called our space agency “famously frugal.”

It's a big deal.

Perhaps, this is a post that’s a tad different from what we usually write at HackerEarth. Here’s why. Our audience at HackerEarth is predominantly software engineers who are mostly passionate about what they do. Given the cool things that ISRO is doing currently, it is only normal to be curious about what it takes to work for the organization. Like Dr. U R Rao, chairman of ISRO, said, "Achievements like the Mars Orbiter Mission would attract graduates to ISRO. You need passion to work in ISRO. That's why people who join the organization seldom leave it for another job.”

What does an ISRO software engineer deal with?

In a 2014 Reddit Ask Me Anything session by three ISRO scientists, one question that was asked was what the work is like at ISRO for a software engineer. (These scientists were back in 2015 to answer a slew of new questions.)

The answer goes like this, “The software scene in ISRO is more of an operations thing than research. We need and develop software to run our various systems and these systems are the focus. Apart from user/service software/applications developed at centres like Space Application Centre, we have an intensive network of centres/GROUND-stations and this network is managed by ISTRAC. We use both Linux- and Windows-based platforms and develop for both too. JAVA is the favoured language, but we use C, C++, C#, Python, Perl, etc. a lot too. Whatever gets the work done. At ISTRAC, computer networking is a high priority and in-demand task. Then, there is the requirement of building simulation software. This is done by all centres as per their requirements. Also, India's largest supercomputer is at Vikram Sarabhai Space Centre, meant for aerospace simulations.”

Are you discouraged? Don’t be. After all, how can a facility that launches rockets not have exciting software systems? Forget about the non-programming and administrative tasks, just focus on those moments where your valuable computing skills are integral to critical processes for a mission.

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Who gets to go there?

As an exemplary organization requiring brilliant minds, ISRO has to be discerning about its engineering hires. ISRO's preferred discipline is aerospace engineering, but it doesn’t mean that good minds from any engineering stream don’t stand a chance. ISRO is not partial to elite technical institutions such as IIT or NIT. "We look for strength in fundamentals, wherever the person is from. It is essential to have people from different institutions," said Dr. V Adimurthy, Senior Advisor of Interplanetary Missions.

ISRO Centre Total Staff From IITs and NITs
Vikram Sarabhai Space Centre, Tvm 4,486 43
Space Applications Centre, Ahm 1,183 144
National Remote Sensing Centre, Hyd 864 2

(Source: Times of India)

Linux aficionados have a good chance of landing a job at ISRO. In the same Reddit AMA, one of the scientists said that there's a great affinity toward Linux at ISRO. “Linux is used very widely across all centres/missions/projects. Simulations, operations, servers, networks, analysis: Linux is used everywhere. It is a good OS for all scientific requirements and is developed actively by various scientific groups all over the world, so it never falls short.”

Although they would not answer specific questions about OS, they did say that on-board software for satellites is written in Ada. Who knows, those conversant with the programming language Ada, might have a good chance to work with ISRO too.

And this is what they had to say about a typical workday for an ISRO software engineer: “Not very different from any other programmer’s except for the fact that there is a slight lag in the adoption of new technologies. This is partly due to heritage inertia and partly due to the fact that function is preferred over form. If it ain’t broke… It also depends on the kind of work you get. Development is always exciting. So is stuff like implementing a new network end-to-end, which will push you to learn stuff way beyond what you’ve previously been comfortable with.” Well, nothing is perfect. But then, imagine having a hand in getting a perfect satellite out in space? Come on, lots of us have dreamed of becoming rocket scientists.

Are you “eligible”?

Interestingly, ISRO doesn't mention computer science as one of its preferred degrees. The space agency recruits students from the Indian Institute of Space Science and Technology (IIST). To get into ISRO the scientists said, “You have to be an Indian with a degree or diploma in Mechanical /Electronics/Electrical/Civil disciplines. Open positions include Scientists, Technicians, Technical Assistants, Admin Officers, Purchase Officers, etc. depending on eligibility. There will be an exam for each type of post followed by interview for selection. One can also get into ISRO by enrolling into IIST complete the course and get absorbed.”

Well, you don’t need a degree in computer science to work on their exciting projects. But you need passion and requisite skills for the role. It’s really about priorities and what you value most. Whatever the downside of the job, I would say working with amazing talent will teach you skills you might never find elsewhere. Sleepless days, working tirelessly during a launch—appeals to you?

What are the upsides and downsides of working at ISRO?

I shouldn’t even be writing this bit. Where’s your patriotism, guys?

No, seriously, when you get down to brass tacks, ISRO is no slacker. There might be those within ISRO who believe that there aren't as many perks and services in ISRO as compared to other government services. But on more holistic terms, the starting pay for engineers at ISRO is above industry standards. In its Bangalore facility, an entry-level Scientist/Engineer ‘SC’ gets between 7 and 9LPA, without deductions, per the 7th Pay Commission. Reading reviews suggest that culture can be a less bohemian or appreciative than you want with motivation and the money can be a little less as well. (Money is not everything. Tell yourself that; you will believe it soon enough.) But if you read reviews on Glassdoor, the wariness should disappear. Despite the perception people have about the cons of working in a government organization, on the whole, most insist that the environment and learning make it worthwhile.

Do you agree?

Share your thoughts in the Comments section.

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December 5, 2016
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Introducing HackerEarth OnScreen: AI-powered interviews, around the clock

Introducing HackerEarth OnScreen: AI-powered interviews, around the clock

Tech hiring has a blind spot, and it's not the resume pile, the take-home tests, or even the interview itself. It's the gap between when a great candidate applies and when your team is available to talk to them. That gap costs you more top talent than any competitor does.

Today, HackerEarth OnScreen closes it permanently.

The real cost of scheduling friction

Most companies assume they lose candidates to better offers. The data tells a different story.

A developer weighing two opportunities almost always moves forward with the company that responded first, not the one that sent a calendar invite for Thursday. AI-generated resumes have flooded inboxes, making screening harder. Engineering teams the people best positioned to evaluate technical depth have limited hours. Recruiters are under pressure to move faster while maintaining quality.

Something had to change.

What OnScreen does

OnScreen doesn't just automate scheduling. It conducts the interview.

A candidate who applies at 11 PM gets a full interview before Monday morning through lifelike AI avatars with built-in identity verification and proctoring. The experience is a genuine two-way conversation: dynamic, adaptive, and role-calibrated. This is not a chatbot filling out a scorecard.

One enterprise customer screened more than 2,000 candidates in a single weekend with complete consistency and zero interviewer bias.

"Recruiters are under pressure more than ever. The volume of applicants has surged, AI-generated resumes have made initial screening harder, and the risk of missing the right candidate keeps climbing. OnScreen was built so that no qualified candidate is overlooked because nobody was available to interview them."
— Vikas Aditya, CEO, HackerEarth

Three capabilities, combined for the first time

In-depth interviewing that evaluates reasoning, not recall.
OnScreen conducts dynamic technical conversations that adapt to how each candidate responds. It probes the depth of knowledge, follows threads, and evaluates the quality of thinking behind each answer not just whether the answer is correct. Every interview runs on a deterministic framework: the same structure for every candidate and no panel-to-panel variation.

Integrated proctoring, built in from the start:
Enterprise-grade proctoring is woven directly into the interview flow not bolted on as an afterthought. Legitimate candidates won't notice it. The ones who shouldn't be in your pipeline will.

KYC-grade candidate verification
OnScreen brings identity verification standards from financial services into technical hiring. Proxy candidates, resume misrepresentation, and skills that don't match the application – all three gaps were closed at the source.

What hiring teams are saying

"Before OnScreen, we had no reliable way to measure candidate quality, especially with the rise of AI-generated CVs. Now, screening is far more objective. Roles that previously took much longer are now being closed within three to four weeks."
— Pawan Kuldip, Head of Human Resources, Discover Dollar Inc.

Built for everyone in the process

For engineering teams:
Fewer hours on screening calls. Senior engineers focus on final-round conversations, not first-pass filters.

For recruiters:
Pipelines that move. Candidates evaluated and scored before the week starts.

For candidates:
A consistent, skills-first experience, regardless of when they apply or where they're located.

OnScreen integrates directly into HackerEarth's existing platform alongside Hiring Challenges, Technical Assessments, and FaceCode. It extends your interviewing capacity without adding headcount.

The hiring bar just got higher. Everywhere.

Top talent expects swift, fair processes. Companies that deliver both, at scale, around the clock, will hire the engineers everyone else is still scheduling calls about.

OnScreen is now live for enterprise customers. Request access at hackerearth.com/ai/onscreen.

HackerEarth powers technical hiring at Google, Amazon, Microsoft, and 500+ global enterprises. The platform supports 10M+ developers across 1,000+ skills and 40+ programming languages.

What It Takes to Keep Gen Z Engaged and Growing at Work

What It Takes to Keep Gen Z Engaged and Growing at Work

Engaging Gen Z employees is no longer an HR checkbox. It's a competitive advantage.

Companies that get this right aren’t just filling roles. They’re building future-ready teams, deepening loyalty, and winning the talent market before competitors even realize they’re losing it.

Why Gen Z is Rewriting the Rules

Gen Z didn’t just enter the workforce. They arrived with a different operating system.

  • They’ve grown up with instant access, real-time feedback, and limitless choice. When work feels slow, rigid, or disconnected, they don’t wait it out. They move on. Retention becomes a live problem, not a future one.
  • They expect technology to be intuitive and fast, communication to be direct and low-friction, and their employer to reflect values in daily action, not just annual reports.

The consequence: Outdated systems and poor employee experiences don’t just frustrate Gen Z. They accelerate attrition.

Millennials vs Gen Z: Similar Generation, Different Expectations

These two cohorts are often grouped together. They shouldn’t be.

The distinction matters because solutions designed for Millennials often fall flat for Gen Z. Understanding who you’re designing for is where effective engagement strategy begins.

Gen Z’s Relationship with Loyalty

Loyalty, for Gen Z, is earned, not assumed.

  • They challenge outdated processes and push for tech-enabled workflows.
  • They constantly evaluate whether their current role offers the growth, flexibility, and purpose they need. If it doesn’t, they start looking elsewhere.

Key insight: This isn’t disloyalty. It’s clarity about what they want. Organizations that align experiences with these expectations gain a competitive edge.

  • High turnover is the cost of ignoring this.
  • Stronger teams are the reward for getting it right.

What Actually Works

1. Rethink Workplace Technology

  • Outdated tools may be invisible to older employees, but Gen Z sees them immediately.
  • Modern HR tech and collaboration platforms improve efficiency and signal investment in people.
  • Invest in tools that reduce friction and enhance daily experience, not just track performance.

2. Flexibility with Clear Accountability

  • Gen Z values autonomy, but also needs clarity to thrive.
  • Hybrid and remote models work when paired with well-defined goals and explicit ownership.
  • Focus on outcomes, not hours. Autonomy with accountability is a combination Gen Z respects.

3. Continuous Feedback, Not Annual Reviews

  • Annual performance reviews feel outdated. Gen Z expects real-time feedback loops.
  • Frequent, actionable feedback helps employees improve faster and signals that their growth matters.
  • Make feedback a weekly habit, not a twice-yearly event.

4. Make Growth Visible

  • If career paths aren’t clear, Gen Z won’t wait. They’ll look elsewhere.
  • Internal mobility, structured learning paths, and reskilling opportunities signal future potential.
  • Invest in learning and development and make career trajectories explicit.

5. Build Real Belonging

  • Inclusion must show up in daily interactions, not just company values documents.
  • Inclusive environments where diverse perspectives are genuinely sought produce better decisions and stronger engagement.
  • Gen Z quickly notices when DEI is performative. Build it into everyday interactions.

6. Connect Work to Purpose

  • Gen Z wants to see how their work matters in a direct, traceable way.
  • Linking individual roles to tangible business outcomes increases ownership and engagement.
  • Purpose-driven work isn’t a perk. It’s a retention strategy.

7. Prioritize Well-Being

  • Burnout is a performance problem before it becomes attrition.
  • Mental health support, sustainable workloads, and genuine flexibility reduce stress and sustain engagement.
  • Policies must be real in practice. Gaps erode trust.

How to Attract Gen Z from the Start

Job Descriptions That Tell the Truth

  • Generic postings don’t convert Gen Z candidates. They want specifics: remote or hybrid expectations, real growth opportunities, and culture in practice.
  • Transparent job descriptions attract better-fit candidates and reduce early attrition.

Skills Over Experience

  • Gen Z and organizations hiring them increasingly value potential over tenure.
  • Skills-based hiring opens access to a broader, more diverse talent pool and builds teams equipped for change.
  • Hire for capability and future-readiness, not just years on a resume.

The Bottom Line

Retaining Gen Z isn’t about perks. It’s about rethinking the employee experience from the ground up.

  • Flexibility without accountability fails.
  • Purpose without visibility is hollow.
  • Growth that isn’t visible or structured drives attrition faster than most organizations realize.

The payoff: When organizations combine the right technology, real flexibility, continuous feedback, visible growth paths, and genuine inclusion:

  • Gen Z doesn’t just stay. They perform at a higher level.
  • Adaptive, future-forward thinking compounds over time.

That’s what separates organizations that thrive in today’s talent market from those constantly replacing people who left for somewhere better.

AI Tools for HR Managers in 2026: What's Actually Working (And What Isn't)

The current state of AI adoption in HR
88% of HR leaders say their organizations have not yet realized significant business value from AI. That number is striking, given that 91% of CHROs now rank AI as their single top priority. The gap is not a technology problem it is an adoption and strategy problem. Most HR teams have added AI to their workflows in some form, but very few have moved past experimentation into real, measurable impact.

This guide is for HR managers who want to change that. Not a list of tools to bookmark and forget, but a clear-eyed look at where AI is delivering results in 2026, what separates the tools that work from the ones that don't, and how to actually use them.

The adoption gap that most HR leaders aren't talking about

AI is present but underutilized.
According to the SHRM State of AI in HR 2026 report, 62% of organizations use AI somewhere in their business. But only 11% have embedded AI into daily workflows, defined as more than 60% of employees using it daily. That is a significant divide and explains why so many AI investments feel underwhelming.

Managers experiment more than employees.
A July 2025 Gartner survey of 2,986 employees found that 46% of managers are experimenting with AI, compared to just 26% of employees. Most organizations encourage exploration but fail to provide the structure, expectations, or training needed to make AI stick. Only 7% of organizations give employees guidance on how to use the time AI saves them.

The result: wasted potential.
Workforces have access to powerful tools but no framework for using them strategically. AI becomes another tab open in the browser, rather than a fundamental shift in how work gets done.

The opportunity is real.
Organizations that have moved from experimentation to integration are seeing tangible outcomes:

  • AI-powered recruitment tools reduce time-to-hire by an average of 30 days.
  • AI automates up to 60% of routine HR tasks, saving employees five or more hours per week.
  • Predictive analytics reduces voluntary turnover by 22–28% in the first year of deployment.

Capturing this opportunity requires the right tools and the right strategy.

Why 2026 is different from every other year of "AI in HR"

1. Skills-based hiring has gone mainstream.
Josh Bersin's 2026 Talent Report found that 72% of companies are moving away from degree requirements in favor of skills-based evaluation. Gartner reports that 65% of enterprises are actively prioritizing it. The traditional resume is no longer the most reliable signal of candidate quality, especially in tech roles where the half-life of skills is just two years.

2. Agentic AI has arrived.
Earlier generations of HR AI could automate tasks or analyze data. Agentic AI can plan, act, and iterate across entire workflows without constant human direction. 48% of large companies have already adopted agentic AI in HR, with projections showing 327% growth by 2027. This is no longer experimental.

3. Regulatory pressure is real.
The EU AI Act now classifies hiring AI as high-risk, making transparency and audit trails a legal requirement. Any AI tool influencing hiring decisions must be explainable. Black-box systems are a compliance liability.

What separates genuinely useful HR AI tools from the rest

They augment judgment rather than replace it.
Great HR AI tools make professionals better at their jobs. They surface the right information at the right moment, flag unnoticed patterns, and reduce cognitive load. Tools that try to remove humans entirely create legal risk and distrust. 88% of HR leaders haven’t seen ROI largely because their tools automate the wrong things.

They generate actionable insight, not just output.
Predictive models identify at-risk employees six months before they leave, skills-gap analyses shape hiring plans before a role opens, and candidate matching highlights transferable potential. This is the difference between AI that saves time and AI that changes decisions.

They are transparent and explainable.
Employees trust AI-generated reviews twice as often when they understand the criteria. 67% of candidates accept AI screening as long as a human makes the final call and the process is explained. Transparency builds trust, drives adoption, and ensures compliance.

Top AI tools for HR managers in 2026

HireVue
Standard for AI-powered video interviews and structured candidate assessments at scale. Cuts time-to-hire by 50%, supports 40+ languages, and uses IO psychologist-vetted guides. Bias audits and deterministic algorithms ensure fairness. Ideal for regulated industries and high-volume hiring.

Eightfold AI
Built for skills-first talent strategy. Maps 1.6 billion career profiles to a skills graph, matching candidates on potential rather than keywords. Increases recruiter productivity by 50%+ and reduces diversity sourcing time by 85%. Best for large enterprises focused on internal mobility and workforce planning.

Workday
Comprehensive HR platform with agentic AI for workforce planning, analytics, and employee lifecycle management. Acquisition of HiredScore integrates AI recruiting orchestration. Suitable for organizations needing a single system for headcount planning to performance reviews.

Lattice
Focuses on employee performance and engagement. AI identifies growth patterns, surfaces feedback trends, and flags disengagement early. Predictive models detect at-risk employees six months in advance, enabling targeted retention strategies. Ideal for culture and retention-focused organizations.

HackerEarth
Covers full tech hiring lifecycle, from sourcing developers through hackathons to live technical interviews. OnScreen AI interview agent uses lifelike avatars for structured, bias-free interviews. Ensures verification and cheat-proof processes. Trusted by Google, Amazon, Microsoft, Barclays, and Walmart.

Moving from experimentation to impact: a practical framework

1. Start with one high-friction problem.
Automate workflows that cost the most time or cause the most inconsistency typically initial candidate screening. Measure outcomes to justify next investments.

2. Define success before deployment.
47% of CHROs haven’t established clear AI productivity metrics. Set baseline and target improvements: time-to-shortlist, quality-of-hire, recruiter hours per hire anything trackable.

3. Put managers in the loop.
AI adoption gaps are often a manager problem. Give managers specific use cases, integrate AI into workflows, and provide language to discuss it with their teams.

The bottom line

AI will not change HR’s fundamental nature it remains a people function requiring judgment, empathy, and context. What AI improves is:

  • The quality of information available for every decision.
  • The time HR teams spend on work that doesn’t require judgment.

Organizations getting ahead in 2026 are those that select the right tools for the right problems and give teams structure to use them effectively. That is where the real advantage lies.

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