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      Entrevista para Director, Project Management

      27 de set. de 2024
      Candidato(a) sigiloso(a) à entrevista
      Teaneck, NJ
      Nenhuma oferta
      Experiência negativa
      Entrevista com nível médio de dificuldade

      Candidatura

      Candidatei-me online. Fui entrevistado pela Behaviorally (Teaneck, NJ) em ago. de 2024

      Entrevista

      HR responded to my online submission for "role A" by asking me to answer interview questions about my qualifications for "role B" via email. (I had posted for a manager role and they wanted me to interview for a Director role, which was fine with me.) Of note, HR asked for my salary requirements. I provided that after being advised they would not share the salary range for the posting because they are not "required to" but that they would be "open to negotiation." The first round interview was successful and I was passed on to a second round interview. It was not until the end of the second round interview that the interviewer indicated I was just interviewed for yet a different director position ("role c") than the one I was initially interviewed for. Interview had gone well and I was asked about my start availability and my salary preference. I indicated the same salary I had communicated to HR and was then told the job I was interviewing for ("role C") was 40-50k less than the range I communicated to HR. I never heard back from HR or anyone again after that interview ended, despite having sent an email follow up to HR asking about the status of "role B." Based on my experience, there is a need for communication and transparency in the interview process. Several people's time would have been saved if I had been told up front that the salary range was so much less than what I was seeking. Despite my asking for clarification prior to the interviews, this mix up still happened and could have been easily avoided.

      Perguntas de entrevista [1]

      Pergunta 1

      Mainly questions about how to be an effective change agent and how to lead others to efficient, accelerated performance. Questions about how to handle resistance to change from direct reports and stakeholders, etc. I probed a bit but wasn't given concrete specifics about just what changes are sought other than "efficiency" improvements.
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