I underwent a rigorous six-stage interview process. It began with the recruiter, proceeded to the hiring manager, and culminated with interactions with the cross-functional team. Concurrently, I had applied for other roles within the company, but wasn't selected for some of them. The reasons provided by the hiring managers for not selecting me occasionally seemed inconsistent. Upon joining the company, I had the opportunity to observe and collaborate with individuals who were selected for those roles. Subjectively, I felt that my skill set and experience were superior compared to some of the hired candidates. This has led me to speculate whether some hiring managers might be hesitant to bring onboard particularly strong contenders, possibly due to perceived threats to their own positions. With IQVIA's recent surge in growth, it's worth noting that rapid promotions can sometimes lead to positions being filled by individuals who may not be fully equipped for the role. This could, in turn, impact the caliber of candidates they choose to hire.

It seemed in my case that team members can prevent progression of the process as I had a great interview with the hiring manager, very good interviews with HR, a seemingly good interview with a team member but then I was told I would not be invited for the case study because one team member was unsure of my skill set-