Salary Finance Interview Questions
& Process

It was an easy interview process with 3 stages. First, I had a chat with HR, then I met with the financial controller and finance manager for a case study. The final interview was with the CFO and FC. Everyone was really nice and the atmosphere was casual. The case study was quite short and involved questions about accruals and some basic accounting movements.

I was first contacted by the Talent Generalist after I applied and then had a phone screening with her. After that, I had a virtual interview with the hiring manager. It was one of the more informal interviews I've ever had and I was looking forward to the opportunity. The hiring manager was really nice and personable but was dressed in an oversized sweatshirt and a messy bun. I was not offered the position because of its 'unique nature'. I'm not sure what that means since I definitely have the qualifications and all the experience outlined in the description. I guess I should have shown up in my own oversized 'airplane mode' sweatshirt to fit in.

Gowtam was really friendly and welcoming on the first 15 minute screener. Then I had a video call with Daisy, she was polite and asked good probing questions to see if I was a good fit. She has since sent an email back with intentions of taking the process further. However, she hasn't replied to 3 emails and I've been left in the dark for 2 weeks almost. She's certainly not in a rush to reply to some candidates, but an update would be nice. I can only assume it's just another time waste as per someone else’s review here. My suggestion would be to respond to candidates, good or bad in a timely manner, and keep all parties in the know; it's polite. I have since taken another opportunity because I can’t wait until death to get a reply. Best regards moving forward! I have left a neutral rating since it was all positive until the lack of comms, but other than that, Gowtam is an asset to your team. Be clear, concise and transparent!

The candidate was told that they performed well and the hiring manager was impressed with their preparation and company research. However, the offer was not extended because the company felt the candidate might seek a promotion sooner than a year and a half, which they see as not being serious. The writer argues that whether a candidate will seek promotion doesn't guarantee they won't leave earlier than two years. The candidate had mentioned being happy to take a promotion if available. The writer questions what makes a company confident a candidate will stay at least two years, especially since entry-level contracts often don't have strict clauses. They also criticize the company for not honoring their stated timeline for a response and for using an employee's potential departure as a reason not to hire, calling it superficial and unprofessional. The writer suggests hiring managers need better training to base decisions on facts rather than assumptions about the future, as this approach hinders recruiting the right people, which is crucial for a strong team.