Groupe Fortil interview questions

J’ai récemment passé un processus d’entretien d’embauche assez simple, et voici comment cela s’est déroulé : D’abord, j’ai été contacté par téléphone après avoir envoyé ma candidature. La personne du service RH m’a posé quelques questions rapides pour confirmer mon intérêt et ma disponibilité. Elle m’a ensuite proposé un rendez-vous pour un entretien vidéo. Lors de cet entretien en visioconférence, j’ai rencontré le recruteur. Il m’a demandé de me présenter, de parler de mes expériences précédentes et de donner des exemples concrets de situations que j’avais gérées. Il m’a aussi expliqué les missions du poste et ce que l’entreprise attendait du candidat idéal. Après cette première étape, j’ai été invité à un second entretien, cette fois-ci avec mon futur manager. C’était beaucoup plus centré sur le poste : on a échangé sur les projets, les outils utilisés et la manière dont l’équipe travaille au quotidien. Il m’a aussi posé quelques questions pratiques pour tester ma réactivité, mais rien de très compliqué. Quelques jours plus tard, j’ai reçu un appel pour m’annoncer que j’étais retenu et on m’a envoyé la proposition d’embauche par mail. Dans l’ensemble, c’était un processus clair, rapide et sans stress.

The hiring process was extremely quick, which in hindsight should have been a red flag. For a role where you’re expected to build prospection from scratch, learn completely new sectors, and handle a large amount of recruitment (essentially doing a full TA role on your own), the interview process was surprisingly easy. The first stage was with a TA who clearly didn’t fully understand the role and wasn’t able to explain it properly. Instead, the feedback felt very generic. Phrases like “you’ve done impressive work so far” sounded more like a scripted response than a real conversation. That first call is supposed to give you a clear scope of the role, but instead you’re simply pushed straight to the next stage. Honestly, all you need to do is speak clearly and know how to sell yourself. What I would strongly advise future candidates is to challenge them during the interview. Ask very specific questions: what are the actual targets? What does a typical day look like as a BM? What tools are used to build and manage a pipeline? Be very precise, because otherwise you won’t get clear answers. They say you’ll be building your pipeline, but you should ask what tools you will use, because there doesn’t seem to be a proper CRM or structured system in place. The later stages are just as easy. There’s no real challenge, no case study, and only very basic questions that anyone with limited sales experience could handle. It feels like they’re not really looking to assess candidates properly, which makes sense if the intention isn’t to retain people long term. What’s also surprising is that engineering knowledge isn’t required, even though it seems to be central to the job itself. When performance becomes difficult because those skills take time to learn, the blame falls entirely on you. Overall, make sure you ask the right questions during the process, because what is described in the job description and what you actually end up doing may not match at all.