Senior HR hiring lacked ownership, transparency, and bias safeguards (Chennai) The process was initiated through direct outreach from senior HR leadership. I met the team (HR Director and VP HR) in person in Chennai for a senior HR role, followed by an additional discussion. After the final interaction, there was no communication for several weeks. A follow-up message to the HR Director went unanswered and which is when I realised he was ghosting me. After having invested so much time and effort the least you can do is give clear feedback. For a senior, in-person process initiated at this level, this reflected a clear breakdown in ownership. The absence of defined evaluation criteria, feedback, or timely closure rendered decision-making opaque and insufficiently safeguarded against subjectivity and bias. This constitutes a material governance gap, particularly concerning in senior HR hiring. For all their talk of culture and treating people well this reflects toxic approach to candidates on the HR Director, VP HR and the hiring team in Chennai. Advice to candidates: senior professionals should proceed cautiously with in-person processes unless there is clear confirmation of role ownership, evaluation criteria, and closure timelines upfront. For an organisation of BNP Paribas’ scale, tighter alignment between senior HR outreach and execution is essential to maintain credibility and candidate trust.