The interview process was very straight-forward. I had an initial 30-minute phone screening with a Talent Acquisition Specialist, and at the conclusion of that interview, she asked to schedule me for my second and final interview 2 days later. The second interview was virtual, with two Managers. It was about an hour long and the questions followed the STAR interview format. I was also given an opportunity to ask any questions I had about the company and the position. I received an offer of employment at the conclusion of the interview.

I recently applied for a role for which I was significantly overqualified, and the hiring process left me questioning what employers are actually evaluating. The initial “interview” consisted of a timed virtual desktop exercise requiring applicants to locate files, send emails, and perform basic cut-and-paste tasks—skills that were already demonstrated by successfully completing the online application. To make matters worse, much of the text on the virtual desktop was difficult to read within the allotted time. The next stage required candidates to record video responses to predetermined questions, effectively conducting an interview with themselves rather than engaging in a conversation with a hiring manager. Advancement to the next round depended largely on performance in these artificial assessments rather than experience, qualifications, or the ability to perform the actual job. At some point, hiring processes stop measuring talent and start measuring a candidate’s ability to navigate unnecessary obstacles.