I found the interview process to be inefficient and poorly planned, pointing to a serious gap in HR screening and ownership. Despite an initial telephonic conversation, I was called for an in-person interview, only to realise during the interaction that my profile had not been properly reviewed in advance. Core aspects of my experience, already shared during the screening stage, appeared to be overlooked before asking me to visit the office. What made the experience particularly concerning was the extended waiting time, coupled with a lack of basic communication from the HR team. An in-person interview requires candidates to rearrange schedules, travel, and in many cases step away from important personal or professional responsibilities. Inviting candidates without adequate screening, and then making them wait for long periods, reflects poorly on the recruitment process and shows a clear disregard for the value of candidates’ time. The interaction itself felt rushed and procedural, suggesting that the interview was conducted more as a formality than as a genuine evaluation. If HR is uncertain about profile suitability, such discussions should be handled during the telephonic screening or via a virtual interview. A well-run recruitment process begins with preparation, accountability, and respect; especially when candidates are asked to commit time and effort to be physically present.