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Ok be honest, candidates. I really love this set of questions, I’ve been considering shifting my current interview style to these questions - I think they really give you an idea of who this person would be within the work setting. But the questions almost feel too deep for a recruiter to ask. What would you think if a recruiter took a different path and asked these questions instead of the usual ones?
https://blog.shrm.org/blog/9-interesting-interview-questions-that-actually-reveal-a-lot-about-candidat
Bowl Leader
Hi Fishes,
I'm about to attend HR interview in TCS next week. I have 5.10 yoe in .Net tech and gcp and current ctc is 8 lpa. I want to consider it to be for a long term association with my next company..
What will be the ctc that I can ask for according to the trend..
Please help..
Tata Consultancy
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I could take it as a sign of the place treating them well? Agree with ACD1 that growth can stall for a number of reasons- have you asked that question during your interview?
Many blame it on the former leader they let go last year; that they were the impetus behind a less than desirable culture and turnover, etc.. All fingers seem to point in that direction, yet that person has been gone 18 months and the situation seems to have only degraded.
run. being there done that. those loooonnnggg term people don't like much change in my opinion and are so set in their ways. well that's my experience of working at a small agency with snr creative and graphic designers who never worked anywhere else.
totally agree. the agency I was at had a snr team that was there since the agency started over 20 years ago specializing in one vertical only. the creative team were so uninterested in anything new or innovative ideas and even micromanaged how and what order staff parked in with a slide in the key note during a staff meeting. I came from previous big agencies like DDB and OMD and it was so horrendous in terms of what leadership chose to present
Is the work still good? There's a lot of reasons growth can stall. Have they maxed out their market?
The work is OK... there's a real lack of investment in talent and tools/resources to bolster strategy at the upfront and measurement on the backend. Making us appear either tactical or unable to prove ROI.
Sample size of 1, but I just left a small agency with senior leadership all there 10+ years. They touted it as loyalty, how great the agency is, etc.
They were right in that everyone was comfortable. They had zero accountability and that top-down attitude made everyone complacent. Growth had stalled at the agency and it was clearly because of this.
The average tenure was touted in pitches but in my time there we never really won anything substantial, so it couldn’t have been a huge selling point.
Whenever I tried to push through initiatives I got myriad reasons why it wouldn’t work and then those that I was able to push through were committee-ed to death that they were completely watered down when enacted.
Not saying every agency is like this, but that’s my experience.
do I know you VP? lol
your story feels familiar.
😆
Well, do you like a challenge or not?
Loyalty is always looked at as a bad thing in this industry which is a shame. Just because they’ve been there long doesn’t mean the work is suffering or that they’re not challenging themselves to be innovative.
I completely agree with your point. But sadly the work is pedestrian.
We had some lifers that were useless and just waiting to retire. They blocked any innovation or change. Luckily they were eventually (finally) sent to the farm.
What does your gut tell you based on the interviews?