Joshua O • Feb 15, 2025 • 13 min read • 2,483 words
This post reflects my personal experience during a recruitment process and is meant to share the lessons I've learned. My intention is not to criticize but to encourage reflection, both for candidates navigating similar situations and for companies seeking to improve their hiring practices. I hope these insights contribute to creating better candidate experiences and strengthening alignment between organizational practices and stated values.
I applied for a role. After a month of emails, interviews with three leads who were excited about my profile, and a challenging task that earned praise, I was just one step away from landing the role: the final interview with the CEO on a Tuesday. Here's the email I received on Thursday:
Hello [CANDIDATE],
After a month-long process, it was surprising to receive no feedback. Adding key decision points earlier in the process could make the experience smoother for candidates and more efficient for companies.
This process taught me valuable lessons about myself, how to communicate more effectively with companies, and the importance of trusting my instincts when spotting alignment concerns. Despite a month of anticipation and nervous email checks, I'm grateful I made it to the final stage—it validated my skills and provided an opportunity to grow.
Here's what happened and the lessons I took away from it.
I won't mention the company's name or anyone involved, regardless of my experience, no one should be put on the spot.
Two colleagues recommended this position separately, believing it was a great fit for me. The company operates in a tech sector I've worked with on personal and professional projects, making it a logical next step in my career. After researching the company, here's what stood out:
I loved the role description. It combined Support Engineering with Sales responsibilities, areas I was eager to explore further. It felt like a natural progression in my career, so I applied immediately.
When I didn't get a response, I followed up two weeks later to avoid being lost in the depths of their database.
I sent the follow-up, and a few weeks later, I received an invitation to begin the interview process.
The first call was with a lead in a time zone 12 hours ahead of mine, so we scheduled it for 7 PM my time. That was fine with me, it's a fully remote company, and these things happen.
The call went well and even ran over time because we had so much to discuss. Most of the questions were standard "getting to know you" types, but one stood out due to a noticeable tone shift. The lead asked (I'll paraphrase):
"Have you had to deal with difficult colleagues? Can you tell me what you did?"
I don't like labeling someone as "difficult", it can trivialize personalities and reduce empathy. I shared this perspective with the lead, adding that I see it as a natural part of any job to navigate different personalities and find common ground for collaboration.
For my example, I talked about a colleague who gave very direct, almost blunt feedback when I was new to a company. Initially, I focused on the delivery rather than the message, but over time, I recognized the value in their insights and came to appreciate the efficiency of their delivery.
Before wrapping up, I asked about the next steps. The lead explained that, if I was considered a strong candidate, I would receive a challenge task to complete, followed by additional interviews depending on my performance.
After the interview, I received an email from the lead with a challenge task. It involved answering 10 simulated customer questions about the product, including some coding-related ones. However, there was no mention of compensation for the task, which is becoming more common in the tech industry given the time investment required to research and produce a deliverable.
I didn't think too much about the fact it was not compensated, which I now realize was a mistake. I was eager to move forward and completed the challenge in about four hours. It was rather comprehensive, and by the end, I felt confident I could hit the ground running if offered the role.
After submitting my deliverable for the challenge, I received a reply from a different lead, this time in a time zone closer to mine. They shared that they were "very happy" with my answers and invited me for another interview.
This interview was even more engaging than the first. It felt like real progress, as much of the conversation focused on demonstrating my understanding of the code I had delivered. However, the same question as before came up again, worded similarly:
"Can you tell me about a time when you had to deal with a difficult colleague?"
I was still excited about the process and shared the same example I had given the first lead. The conversation overall was enjoyable, and the tone remained positive.
At the end of the call, I asked about the next steps. The lead explained that they sometimes involve multiple leads in the process to ensure a candidate is the right fit. Depending on the outcome, I might have another lead interview or proceed to a final interview with the CEO.
A few days after my second interview, I received an email from yet another lead. They mentioned that the first two interviews went well and invited me to another call. The email arrived at 4:46 PM my time (9:46 PM for the sender), with a follow-up invitation sent at 11:24 PM their time. It was notable that the email was sent quite late in their local time, which made me wonder about work-life balance in the company.
Once again, the same question with the same tone shift came up:
"What do you do in situations where you have to deal with difficult colleagues?"
The repeated question suggested a strong focus on interpersonal challenges. Notably, I observed subtle shifts in tone and gestures each time this question came up, which heightened my curiosity about their team dynamics and culture. These shifts can be important signals for both candidates and interviewers to consider during such discussions.
At this stage, I started noticing areas where the company's practices might not align with my values and priorities. To clarify their culture, I asked a few targeted questions, and here's what I learned:
How do you conduct performance reviews?
"We don't do performance reviews. Everyone reviews themselves quarterly, but there are no consequences, it's just a way to reflect on your quarter and set SMART goals for yourself." 👀
How do you know if someone is performing well?
"We observe their day-to-day tasks. It's something you learn to notice as you work in the same systems they do." 👀
How do you handle salary reviews?
"Depending on performance, we may offer a raise, or contributors can approach us with a proposal. These conversations are usually between the lead and the individual."
You don't have paid leave. How do you encourage work-life balance?
[The approach to work-life balance seemed flexible but undefined, leaving me curious about how it's actively supported in practice.]
"There's never been a time when I've denied someone the chance to step away for personal matters, they can always make up the time." 👀
Their answers highlighted inconsistencies in key processes, such as separating performance reviews, goal-setting, and salary discussions without clear guidelines. This approach seemed underdeveloped, leaving me questioning how contributors were supported in their growth.
Work-life balance is important to me, and I value organizations that demonstrate thoughtful policies to support it.
When I asked about the next steps, the lead explained that I would either proceed to an interview with the CEO, receive an offer, or a rejection letter.
After 10 days of anxiously checking my email, I received an invitation to interview with the CEO. This being the final stage, I was both excited and nervous. Beyond my concerns about the company's culture, I knew I'd be speaking with the person who had the clearest vision for its direction.
During the interview, the CEO asked the now-familiar question: "How do you deal with difficult colleagues?" Instead of sticking to the example I had shared with the leads, I decided to provide a different one. Looking back, I think this was a mistake.
I shared an instance where I had taken time off for personal reasons. After returning, I received a performance review that highlighted issues arising during my absence, which led to a difficult but constructive conversation with my lead about the importance of timely feedback. This experience helped us grow together as colleagues. In hindsight, my response lacked context and may have raised unnecessary questions. From this experience, I've learned to focus on clear, professional examples that align directly with the role's requirements.
As the call progressed, I began to sense a shift in tone. The CEO's responses became more reserved, and it felt like their interest waned. Looking back, I realize that my excitement and nervousness may have clouded my ability to pinpoint exactly when or why this happened. If I had been more composed, I might have recognized the moment and adjusted accordingly.
When I finished the call, my partner asked how it went. For the first time during this process, I hesitated and admitted, "I'm not sure; he didn't seem too excited."
Reflecting on the experience, I've identified areas where I can improve—staying composed under pressure, tailoring my responses to align with expectations, and maintaining clarity in my presentation. These adjustments will help me approach future interviews with more confidence and focus.
I asked the CEO how long they usually take to respond, and they told me about a week or two.
I received the rejection two days after the CEO call, at 5:02 AM, funnily enough, that day I woke up at 5:03 AM because my sleep earbuds ran out of battery. The email was generic, offering no feedback, but I replied to thank them for their consideration and asked if they could share insights to help me improve. I also inquired about the possibility of reapplying in the future. At this point, I haven't received a response and don't expect one.
Reflecting on the process, it seems the decision to reject me was made quickly after the CEO interview.
Companies can improve their hiring processes by embedding key decision points earlier and fostering better alignment between decision-makers. Providing timely feedback not only respects candidates' time but also reinforces the transparency and empathy that many organizations claim as core values.
The rejection also highlighted two key takeaways for me:
I may never know exactly why I was rejected, but this experience taught me valuable lessons about myself, my approach to interviews, and what I value in a workplace. While I would have appreciated feedback, I chose to focus on what I can control; analyzing what I did well, identifying areas for improvement, and preparing for the next opportunity.
Sharing experiences like this is essential for improving hiring processes. Organizations can learn from candidates' perspectives and enhance their practices by providing timely feedback, fostering transparency, and respecting candidates' time. These steps help build trust and align a company's reputation with its stated values.
Ultimately, while the process wasn't egregious, it also didn't inspire confidence in the company's culture. For me, this would have been just a paycheck, not the meaningful challenge I was seeking.
Through this experience, I gained firsthand insights and clarity about what I want in a workplace. I'm glad I stayed through to the end of the process, as it gave me valuable lessons about identifying concerns, asking better questions, and understanding my priorities. At the same time, I've learned the importance of knowing when to walk away. In the future, if I notice similar signs of misalignment, I'll feel confident stepping away earlier to focus on opportunities that better align with my values.
Growth comes from reflection, and I'm grateful for the opportunity to turn this experience into something constructive. I hope you don't have to go through a month of uncertainties to apply these lessons and navigate your experiences with confidence.
Soon after this experience, I got an offer to join a company with a culture that resonates with my values. All's well that ends well!
[1.0.0] - 2025-02-15