4 back to back interviews with HR/HC and 2 of them were no shows. This is really all you need to know. If you want to know more, read on. It was one of the most slapshot recruiting function 've ever seen. Reviews usually don't lie, read the others. If you want mine, from an HR/Talent Management/Human Capital practitioner of 20 years, read on... My first impression when I came into the NYC office--A big black and white light box wall of Partner’s faces (mostly white males, imagine that, probably from Bearing Point or Accenture) that you can’t miss. I personally found it to be arrogant, pretentious, frankly preposterous posturing (and telling). Now, if you would have showed me a wall of the worker and doobee’s THAT would be a different story. A company is no stronger that the value of its COLLECTION of people who are actually doing the work. Now that would have been a wall to be proud of The RM was my 1st contact and made an awful impression, set the tone for a desire to leave early. She proceeded to speak about image, look and feel--despite my mention of “stark”--then some revamping of website and décor or something like that. OK, lovely, who cares, (this wasn’t small talk mind you, I was being pitched and sold on company image, all the while she was telling me that’s not how they do things there--i.e., used care salesmenship--she brought it up, not I). But this went on. And on. And despite me having mentioned I knew there was a rebranding and marketing strategy recently implemented in 2012 (a factoid she did NOT know) and that I noticed a theme of white and clean lines between the office furniture and the website. I had no idea what else to say. We had a mere 35 minutes to get done what we needed to get done, now down to 25 or less, and were quickly running out of time while she continued to run through her own resume. I’d had exposure to 3 people with recruiting backgrounds (1 was a last minute fill-in for the Hiring Manager out sick--why do you plunk a recruiter into an HM interview???) and only one one person had any more idea of what could do, did, or the kind of value I could add to the operations than they did when I walked in the door because a.) I know my resumes were not reviewed, b.) no one really asked about my experience, my jobs and specifically what roles I played, c.) no one could have effectively assessed my performance because there was no structure and foundation of collecting info except some scribbled notes in the white space margins. Plus of course, they only conducted 2 of the 4 back to back interviews--#2 was like I said out sick, #4 got canceled due to "other emergency priorities". Great way to respect a potential job candidates time!!!!! I heard the phrase and I quote: “We don’t have trouble attracting talent, we have trouble keeping it.” And guess what? NO kidding!! And that there would be a significant emphasis, placed on the ability to effectively assess and measure retention and exit. No wonder the retention process is broken—the upfront process in the talent cycle is broken, waning, ineffective and moot. And when the hiring process isn't utilizing best practices, there can and will, BE no succession and retention. Despite the marketing and pitch antics, there is no seeming or apparent infrastructure on which to base the value. So that makes it a seeming shell, a hack, a farce, supposed growth with no strategic HR direction, adding employees and engagement based revenue increases, and profit growth don’t mean anything if they are not scalable and sustainable. I didn't get the impression that there was any strategic HR or consulting project staffing function whatsoever. And, it actually looks like the entire floor could pack up and move out in the middle of the night (Boiler Room?). There's no privacy and the work "stations" are super spartan--its easy to tell they have employed the hoteling system. If you can’t get it right in house, how in the world are you consulting? The TA process need strategic and tactical direction: systematic but flexible, standardized, structured, objective, valid, reliable, competency and metrics based integration that adheres to the Uniform Guidelines on Employee Selection Procedures. Build it, they will come. And stay. Fix that, everything else will follow.