One challenging moment was when I was asked about a time I had to manage a project with a tight deadline, but I used the STAR method to structure my response. I felt confident discussing my previous campaign successes and asking insightful questions about the team.
The hiring manager asked me to name my superpower?
Tell us about your recent experience and how it will help you do your job at Visa.
What are your strengths? Say at least 3 of them
Why are you interested in Branch? What experience do you have in redlining agreements and what type of agreements have you redlined?
Gleich bei dem zügig anberaumten/organisierten Vorstellungsgespräch mit dem Head of Legal und dem deutschen Vice President in Deutschland wurde klar gemacht, warum man nach einem Legal / Corporate Counsel in Deutschland sucht: Der neue Counsel, angeblich neu geschaffene Stelle, soll dem Vice President dabei helfen, Leute aus dem Unternehmen rauszuschmeißen und ihnen den Abgang vom Unternehmen mit Abfindungsangeboten zu versüßen. Das Unternehmen ist im Eimer, ein reiner Selbstbedienungsladen. Angebot daher ausgeschlagen.
They asked for more detail about items on my resume.
Tell me about what you currently do.
Questions were not well thought out and were pretty standard interview questions that most employer's ask. You can tell the lawyers interviewing don't interview much. Expect your routine questions you can google. I think interviews are a chance for both parties to ask and answer questions, which I don't think these lawyers appreciated. Things I was able to discern from the lawyers who interviewed me were that the company is very reactive, not proactive; translation = you'de be dealing with cleaning up mess from employees who are not trained on standard employment/hr policies and that don't minimize risk; the HR department is new and doesn't know much, resulting in more questions to the legal department; there are only 3 employment attorneys servicing 37,000 employees; translation - possible burnout; the legal department specifically does not have a process in place to implement its core values, including the value of compassion and treating employees like family; the legal department lacks diversity and (most) of the lawyers were very impersonal / stiff; one lawyer stated that what she liked least about the organization was that she was always moving at lightening speed; translation = heavy work load, possibly alot of meetings, and not enough people to do the work. Finally, 1 out of 6 lawyers mentioned work life balance, and 1 lawyer did not directly answer the question regarding how the department implements its core values. Finally, after 4 rounds of interviews, the legal department did not have the courtesy to let me know I did not get the position. I don't think this reflects the company's core values and shows that the department does not value other people's time. I think this company and in particular the traditional legal departments may want to reflect as a business on the changing shifts that are occuring in business and what modern day workers are looking for in companies if they want to attract qualified candidates and increase retention rates of skilled employees.
What are the differences between B2B and B2C contracts and what do you need to take into consideration for these types of contracts?
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