PandoLogic Interview Questions
& Process

From the start, I was told they needed me to begin working within a week, so I cleared my schedule. After multiple interviews, I was informed I had to complete one final psychotechnical test. This test was scheduled for the day after I learned I'd passed the last stage, which made me feel rushed. I didn't have enough time to adequately prepare for the test. It was a long and demotivating high-level assessment. After two weeks of no contact and no responses, I was told I didn't get the job! If I had known about the time pressure in real-time, I wouldn't have taken this test on such short notice.

I had a really good time interviewing at PandoLogic. They were super friendly throughout. It seems like an amazing place with a great vibe and team, and the opportunity to build a product that truly makes a difference is exactly what I was looking for. The process involved a phone interview, meeting with the SVP of Product, a team interview, a home assignment with a presentation, a psychotechnical assessment, an interview with the COO, HR, and finally, a references check. Everyone I met was very professional and seemed really invested in their product and culture. It's a bit of a long process and takes time to prepare for the home assignment, but it definitely gives you a good sense of the company's culture and the challenges of the role.

I applied online and heard back from the office manager who set up a phone interview with the hiring manager. After that went well, I got invited for an in-person interview. I did have to reschedule it though because of jury duty. The plan was to meet with four people, but only two showed up on the day. The hiring manager said I'd talk to the other two by phone the next week, but that never happened. I got a rejection email instead. I asked if my jury duty had anything to do with it and they said no, but I suspect it did. The CMO and director seemed like they already had someone in mind.

The interview process first checked skills and knowledge, then cultural fit, and finally how you apply industry knowledge to company offerings to tell a story that drives action. It was thorough with multiple phone calls (SVP, peer Directors, HR), several in-person meetings (SVP, CMO, President, CEO, HR), and a web presentation to the SVP, President, and HR. Each person asked different questions, but they all tied together to show the company's synergy and each leader's commitment to its mission and vision.