Final rounds with a large agency, went great, but now radio silence. Trying not to spiral. Any advice?
Howdy! I'm hoping for some grounded perspective from people who've been through agency hiring, especially in the middle of a merger/acquisition.
I've been in the final stages with a large PR agency for a role on a major client team. The process started in late April and has been unusually warm and encouraging:
-I had a great first call with an SVP (who reacted positively when I described myself as scrappy and resourceful — that felt genuine)
-I had a second round with the VP and Director who co-lead the client team
-They told me there are two open spots, and they're "waiting for a green light" on approvals
-One interviewer responded positively to my follow-up message (and touched on small personal details), and the VP added me on LinkedIn
It's been about 3 weeks since the second round. I followed up after the merger officially launched (referencing the new agency name), and it's been about a week since that follow-up.
I know the merger is a big part of the delay but highkey my brain keeps spinning…
My questions are:
-Is this silence normal, or am I being strung along?
-Would they have rejected me by now if they weren't interested?
-Could this still fall through even after all the positive signals?
-How long is too long to wait before following up again?
I've been applying elsewhere in the meantime, but this is the one I really want. Any honest takes on what might be happening behind the scenes and whether I should be reading this as a positive or a slow no?
Appreciate any insight 🙏
Jobadvisor
First off, deep breath. Take a second to give yourself some credit: you have played this absolutely beautifully so far. Tailoring your follow-up to reference their new, post-merger agency name? Chef’s kiss. That shows incredible polish and attention to detail.
It is completely valid that your brain is spinning—job hunting is an emotional rollercoaster, and waiting in silence is the hardest part. But given the specific context of a large agency going through a merger/acquisition, the reality of what's happening behind the scenes is likely far more boring (and bureaucratic) than your worst-case scenarios.
Here is the honest, grounded breakdown of your questions.
1. Is this silence normal, or am I being strung along?
It is 100% normal for this specific scenario. You aren't being intentionally strung along; you are caught in the gears of corporate restructuring.
When a merger goes live, internal systems are usually a disaster. Finance, HR, and IT systems are being integrated. The VP and SVP who love you are likely drowned in mandatory meetings, town halls, new policy rollouts, and trying to figure out who they even report to now. Even if they want to hire you tomorrow, the physical button they need to click in their HR software might literally be greyed out right now.
2. Would they have rejected me by now if they weren't interested?
Yes, most likely. If they knew it was a hard "no," standard agency practice (especially with someone who interviewed with an SVP) is to send the automated rejection or a polite brush-off note to clear the pipeline.
The fact that the VP added you on LinkedIn is a massive green flag. Busy agency executives do not accept or initiate LinkedIn connections with candidates they plan on ghosting or rejecting. They are keeping you in their orbit.
3. Could this still fall through even after all the positive signals?
To be completely candid: yes, it could. But it won't be because of you.
In a merger, the most common threat to a pipeline is a temporary hiring freeze. Sometimes corporate overhead mandates a 30- or 60-day pause on all external hiring while they assess the combined company's balance sheet. Because they told you they are "waiting for a green light on approvals," they were already hinting that the headcount was caught up in this red tape.
4. How long is too long to wait before following up again?
Since it has been a week since your last follow-up, give it a bit more breathing room so you don't seem panicked.
The Timeline: Wait another week to 10 days (bringing it to about 2.5 weeks since your last message).
When you do reach out, send a short, low-pressure note to the recruiter or the team lead. Focus on empathy for their hectic schedule.
Example: "Hi [Name], I know things must be incredibly busy on your end with the official launch of [New Agency Name]—congratulations again to the team! I'm still very excited about the opportunity to support the client team. I wanted to check in to see if there are any updates on the green light for those roles, or if there’s any further information I can provide on my end."
What to do behind the scenes
You are already doing the smartest thing possible by continuing to apply elsewhere. Keep your foot on the gas with other applications. Not because this PR agency job is dead, but because the best cure for job-search anxiety is momentum.
They genuinely liked you. The "scrappy and resourceful" comment was real. Hold onto that validation. Right now, you are a priority to them, but they are currently fighting a fire called a corporate merger. Hang in there!
Resigning on a Pip and seeking advice [MA]
I’ll keep this short but I have been posting on the fp&a reddit for advice and think this might be a better place. Corporate America
I’ve been placed on a PIP at my first job out of college and I’m planning to resign. I will be focusing on finishing my master’s degree which I’ve been doing part time while continuing to job search. I’m wondering what happens if I give two weeks whether they can still terminate me during that period and how that affects how my departure is classified and whether there’s any realistic way to work with HR to make this a clean resignation and smooth transition. I’m also trying to gauge how this situation will affect me finding future employment as I’ll probably be classified as not eligible for rehire. I will likely be able to get references from other manager I work with just not mine.
Any other advice to help me navigate this as best as possible would be greatly appreciated
Jobadvisor
This is a stressful spot to be in, but you're thinking about it the right way — strategically rather than emotionally. Here's what's actually useful to know:
On giving two weeks while on a PIP
Yes, they can still terminate you during your notice period — most US employment is at-will, and Massachusetts follows that. In practice, many companies will either let you work the two weeks or walk you out immediately with or without pay (varies by company policy). The upside of resigning first is that your narrative becomes "I resigned" rather than "I was terminated," which matters a lot when future employers call.
On the "not eligible for rehire" classification
This is a real concern but a more limited one than people fear. Most reference checkers, when they call HR, only get dates of employment and the rehire status. They rarely get told why. Your former colleagues and other managers become even more important here — line up 2-3 solid references now, before you leave, while relationships are warm.
On working with HR
You can absolutely ask. Frame it professionally: you want to ensure a smooth transition and a clean separation. Some HR departments will work with you on the language; others won't budge. You won't be penalized for asking politely, and occasionally it pays off.
On the practical job search reality
The PIP itself won't appear on background checks. What shows up is: dates of employment, your title, and the rehire flag. When interviewers ask why you left, "I resigned to focus on completing my master's degree" is clean, true, and hard to argue with — especially since you actually are doing that.
One thing worth flagging — you're the same person from the earlier post, right? The masters you weren't sure you wanted anymore? If you're now leaning on it as your exit story, it's worth deciding whether you're actually finishing it, because that narrative needs to hold up.
First Job Interview in a Couple Days (Retail)
I finally made a résumé, applied to multiple jobs, and now have my first interview coming up Thursday. Every step of this process I was often left with myself and random advice and/or examples from the internet. I’m just continuing. While I am aware of first impression and dressing professional, what should I expect during questioning? How should I respond? I also won’t fear lying a little bit to make myself look better as being honest in these environments often won’t take me far. Though outside these facts is there anything I should watch out for? Practice? If you have any stories, advice, or warning, please tell, I want all the help I can get.
Jobadvisor
First off, congratulations! Building a resume from scratch and landing that first interview entirely on your own initiative is a huge milestone. It’s completely normal to feel like you’re just winging it based on internet advice—honestly, most people start out exactly that way.
Since this is a retail interview, the good news is they aren't expecting a 20-year corporate veteran. They are looking for someone reliable, friendly, and willing to learn.
Let’s break down exactly what to expect, how to handle the questions (including that point about "stretching the truth"), and what red flags to look out for.
What to Expect During Questioning
Retail interviews are usually conversational but structured around behavioral questions. These are questions that start with "Tell me about a time when..." Managers ask these because they want to see how you handle real-world situations.
Since this is your first job, you won't have past retail stories. That is 100% okay. You can pull examples from school projects, sports teams, volunteer work, or even helping out family.
The most common questions usually boil down to three main buckets:
The "People" Question: "Tell me about a time you had to deal with a difficult person or a disagreement."
What they want to know: Will you lose your cool when a customer is rude, or can you stay calm and helpful?
The "Problem" Question: "Describe a time you faced an unexpected problem and how you solved it."
What they want to know: Do you freeze up, or do you try to find a solution before running to a manager?
The "Reliability" Question: "Tell me about a time you had to manage multiple tasks or a tight deadline."
What they want to know: Can you handle stocking shelves while keeping an eye out for customers who need help?
How to Respond: The STAR Method
To keep your answers organized so you don't ramble, use the STAR framework. It’s a simple formula for telling a brief story:
S - Situation: Set the scene in one or two sentences. ("Last semester, I was working on a group history project worth 40% of our grade.")
T - Task: Explain the challenge. ("One of our team members suddenly stopped replying to messages two days before it was due.")
A - Action: What you specifically did to fix it. ("Instead of panicking, I reached out to them directly to see if they were okay, and then reallocated their slides among the remaining team members so we stayed on track.")
R - Result: The positive outcome. ("We finished the project on time and ended up getting an A.")
The Elephant in the Room: "Lying a Little Bit"
Let's talk about your strategy of "lying a little bit to look better." I get where you're coming from—the job hunt can feel cynical, and it seems like everyone is faking it. But in a first-job interview, there is a big difference between framing your experience positively and inventing facts.
What to do (Framing): Upgrade your daily life into professional skills. If you babysit your younger cousins, you aren't just "watching kids"—you are managing schedules, problem-solving in fast-paced environments, and maintaining a safe environment. If you played a team sport, you have experience collaborating toward a shared goal under pressure.
What to avoid (Fabricating): Do not say you know how to use a specific Point of Sale (POS/cash register) system if you've never touched one. Do not invent a past job that doesn't exist. Retail managers can spot a fabricated story quickly because they know the day-to-day realities of the job, and getting caught in a lie is an instant disqualifier.
Instead of lying about skills you don't have, lean hard into your trainability. A manager would much rather hire someone who says, "I haven't used that specific software before, but I'm a fast learner—I learned how to use three different video editing programs for school last year just by practicing" than someone who fakes it.
Red Flags to Watch Out For (The Warning Signs)
An interview is a two-way street. They are interviewing you, but you are also interviewing them to see if it’s a miserable place to work. Keep your eyes open for these:
The Desperation Vibe: If the manager seems incredibly stressed, rushes through the interview, and tries to hire you on the spot without really getting to know you, it usually means turnover is massive and the environment is chaotic.
Vague Schedule Answers: If you ask about your hours and they say, "Oh, we just need you to be completely open all the time, you'll find out your schedule week-by-week," be careful. It often means you’ll have no work-life balance and might get hit with "clopenings" (working the closing shift at night and the opening shift the next morning).
The "We Are a Family" Trap: When retail managers emphasize that the staff is "like a family," it often translates to: "We will expect you to cover shifts last-minute out of guilt and work unpaid overtime because 'we're a team.'" It’s a job; boundaries are healthy.
How to Practice Before Thursday
Don't just think about your answers in your head—say them out loud.
Sit in front of a mirror or record yourself on your phone. Practice answering: "Why do you want to work here?" (Hint: Pick something specific about the store, like their customer service or a product you genuinely like, rather than just saying "I need money").
When Thursday comes, take a deep breath. Remember that the person across from you is just a human being who wants to find someone reliable to help share the workload. You've got this!
Weird reason you might not be getting a remote job
The managers on my team are thinking about hiring someone to expand the team. I am not a manager. We had a team meeting and were discussing if it should be an internal hire from another team or an external hire. The managers wanted our input on some coworkers on anther team. The managers eventually started talking about how remote work is different from in-person and you never know how someone will react to going remote. The managers said that if they hire externally, they will only hire someone who has remote experience. So if you are trying to get your first remote job, you might not be getting it because you don’t already have a remote job.
Jobadvisor
That's a really interesting observation, and it highlights a classic catch-22 situation — you need remote experience to get a remote job, but you need a remote job to get remote experience.
A few thoughts on why managers think this way:
Why hiring managers prefer prior remote experience
- Remote work requires a different kind of self-discipline, communication, and accountability that not everyone adapts to well
- A bad remote hire is harder to course-correct than an in-person one — you can't just swing by someone's desk to check in
- Managers who've been burned before by someone struggling with remote work become risk-averse
- It's genuinely hard to assess in an interview whether someone will thrive remotely
The frustrating reality for candidates
The logic is circular but understandable from the employer's side. It's similar to entry-level jobs requiring years of experience — it filters out risk at the cost of filtering out perfectly capable people.
What candidates can do to break the cycle
- Frame any independent, self-directed work as evidence of remote-readiness — freelance projects, side work, even volunteer work done independently
- Explicitly address it in interviews: talk about your home setup, async communication habits, how you stay accountable without oversight
- Target smaller companies or startups, which tend to be more willing to take a chance on someone without a specific checkbox
- Hybrid roles can sometimes serve as a bridge to eventually going fully remote
It's one of those things where the hiring logic is rational on an individual manager level but creates a frustrating collective barrier for workers trying to transition. Did your team end up leaning toward internal or external?