• Tech giants are known for their challenging interviews.
• Google, Meta, and Nvidia top the list of rigorous interviews with multiple rounds and assessments.
• But tough questions show up across industries, according to employee reports on Glassdoor.

It's tough to break into high-paying companies.

Google is notorious for having a demanding interview process. Aside from putting job candidates through assessments, preliminary phone calls, and asking them to complete projects, the company also screens candidates through multiple rounds of interviews.

Typical interview questions range from open-ended behavioral ones like "tell me about a time that you went against the status quo" or "what does being 'Googley' mean to you?" to more technical ones.

At Nvidia, the chipmaking darling of the AI boom, candidates must also pass through rigorous rounds of assessments and interviews. "How would you describe __ technology to a non-technical person?" was a question a candidate interviewing for a job as a senior solutions architect shared on the career site Glassdoor last month. The candidate noted that they didn't receive an offer.

Tech giants top Glassdoor's list of the hardest companies to interview with. But tough questions show up across industries — from luxury carmakers like Rolls-Royce, where a candidate said they were asked to define "a single crystal," to Bacardi, where a market manager who cited a difficult interview, and no offer, recalled being asked, "If you were a cocktail what would you be and why?"

The digital PR agency Reboot Online analyzed Glassdoor data to determine which companies have the most challenging job interviews. They focused on "reputable companies" listed in the top 100 of Forbes' World's Best Employers list and examined 313,000 employee reviews on Glassdoor. For each company, they looked at the average interview difficulty rating as reported on Glassdoor.

Here's a list of the top 90 companies that put candidates through the ringer for a job, according to self-reported reviews on Glassdoor.

• Sitch, an AI matchmaking app, raised $2 million in pre-seed funding led by A16z Speedrun.
• The startup launched in New York City in November and has plans to expand to other US cities.
• It's also rolling out voice-based AI tools, a buzzy topic in the tech industry.

AI is fueling renewed interest in consumer tech, including online dating.

Sitch, a matchmaking app that uses AI to connect singles, raised a $2 million pre-seed investment, the startup revealed exclusively to Business Insider. The round was led by Andreessen Horowitz's startup accelerator, A16z Speedrun, and includes the angel round Sitch raised in 2024 from investors like Jeremy Liew, who wrote Snapchat's first check.

Fresh out of Speedrun's most recent cohort, Sitch cofounders Nandini Mullaji and Chad DePue are hiring full-time engineering and growth staff, planning to expand to new cities, and introducing voice-based AI.

While many dating app users feel burned out by constant swiping and rampant ghosting, and dating industry giants like Tinder and Bumble face headwinds, new startups like Sitch are trying to shake up the dating app experience.

"We understand people have been burned in the past," Mullaji told BI. "We are coming in and saying, 'Hey, we have a business model shift and we have a total platform shift.'"

The platform shift? AI.

Sitch's AI matchmaker chatbot — built using OpenAI — is trained on the hundreds of real-life introductions Mullaji has made as a part-time matchmaker.

Mullaji sees AI as a way to "democratize" the matchmaking experience (which can cost individuals thousands of dollars) and bring it "to the masses."

When signing up for Sitch, users answer a slew of questions about their dating priorities, values, and backgrounds, which Sitch uses to create a profile and curate potential matches. It presents users with a maximum of five potential "setups" each week. Users have to pay up front to access the setup features. Sitch offers three tiers of packages: $90 (for three setups), $125 (for five), and $160 (for eight).

Once Sitch's AI matchmaker presents users with someone it deems may be a good fit, users can ask the chatbot questions about the other person, and the AI responds using information from their respective profiles. If both parties are interested in meeting, the AI introduces the two in a group chat. However, if an introduction occurs and you get ghosted, Mullaji said you'll be refunded.

Sitch manually reviews new user applications, which Mullaji said is the "one part of our process that's still completely human-driven," as a quality control and safety measure while the platform grows.

AI in dating is still nascent. Other early-stage startups, like Gigi or Amori, use AI to coach singles and help curate matches. Meanwhile, larger dating apps like Tinder and Grindr have introduced AI wingman features.

Can AI make dating feel more … human?

"This is not about building AI girlfriends or trying to replace human contact and connection with AI," Mullaji said. Instead, she thinks AI can be used to help better connect people.

To give Sitch users a more "human-like experience," it is introducing voice-based AI features, Mullaji said.

Starting this week, Sitch is rolling out a voice-based AI onboarding experience for new users as the app plans to expand into more US cities. Mullaji said San Francisco and Los Angeles will be added in May, and Chicago and Washington, D.C. will quickly follow. Users will otherwise be added to Sitch's waitlist, and if a particular US city reaches "critical mass," which Mullaji defined as between 2,000 and 4,000, Sitch will begin to admit users.

When new users call the number listed on Sitch's website or in its app, they chat with an AI version of Mullaji who walks them through onboarding questions.

It will also soon expand its voice AI tools to current app users. Instead of texting the AI matchmaking agent on the Sitch app, users will be able to talk to it on the phone with feedback about setups.

Voice AI tech has become a hot category among venture capitalists. In 2024, voice AI startups raised over $398 million from VCs, according to PitchBook data.

Sitch is using ElevenLabs, a voice cloning AI startup that announced a $180 million Series C round with a $3.3 billion valuation in January, to clone Mullaji's voice.

"We spent a lot of time recording and re-recording my voice to see how we could actually have it sound human," Mullaji said. "The one thing you do not want this to feel like is a customer support bot."

• My husband wanted to retire early, so I agreed to do the same, but I hated it.
• I went back to work while my husband remained retired and focused on saving money.
• Since I wanted to keep spending money, we often fought until we made a compromise.

I recently watched a webinar and was ready to push the "count me in" button and spend $3,000 on the program. However, I restrained myself because I value my marriage.

Dave and I used to be in sync as entrepreneurs. We ran his accounting firm and my consulting company out of the same office. We went to lunch daily, where we would share our goals, challenges, and wins. We freely spent money on business, pleasure, and family.

Dave loved his clients but not accounting itself, so he wanted to retire early at 55. I loved my clients and my work, so retirement was the last thing on my mind. But when Dave was ready, I agreed to give it a try.

It wasn't as easy as I thought it would be.

I retired with my husband, left the city, and started a new life

We went full-on with the retirement experience. We moved to a remote mountain ranch covered in redwoods, got three dogs, raised peacocks and chickens, bought a horse for our daughter, and took long walks in the woods.

Dave built fun things like a library, a teepee, a fully plumbed outhouse, and a gazebo nestled in the trees for our spa. He was in heaven.

I loved the lifestyle, but at 50, I missed the challenge of consulting and the satisfaction of teaching. Trees are great to look at, but they make lousy seminar participants and block the internet. My frustration was growing.

Retirement wasn't working for me

Dave called one morning. He was emptying our office and said, "I'm just going to get rid of all your training room chairs."

The words stabbed like a knife through my heart, and I lost it. I realized what that meant and fell into a chair, moaning that my life was over. No more clients, no more seminars, no more networking, no more anything — except trees, trees, and more trees.

Dave was dumbfounded. He said, "But we agreed to this." I told him I'd honor our agreement, but I didn't know how I could be happy letting my calling die in the woods.

He decided that we should move back to the city since I wanted to get back into action.

I was stunned. I knew how much he loved the mountain ranch, but I was grateful for the suggestion and agreed. We turned the ranch into a VRBO rental and returned to the city.

Back in the city, I restarted my business, our daughter went to school, and Dave continued his retired lifestyle. Retirement didn't just affect his activity level; it affected his mindset about money.

My husband is now in money-saving mode, while I want to spend

When we were both making money and could easily make more when we needed it, he was much less miserable. Now that he is on Social Security, he wants to spend almost nothing and make sure we have enough money to live on until we die.

My focus is the opposite. I don't want to hunker down. I want to expand. I see the business landscape changing at the speed of light, and I want to take every course, attend every conference, subscribe to every newspaper and magazine, and try every new gadget. All of these things take money.

When I first started rebuilding, Dave let me loot our retirement account, but then he put his foot down, and fireworks flew. After having the first real fights of our marriage, we finally came to a truce.

We agreed that I would no longer touch our nest egg, but I can spend anything I currently earn in any way I want. I only touch one bank account we set aside for my income and expenses. He handles everything else as if we are both retired.

I like to think that I'm the kite, and he's the string. It works for us.

• Erica Rivera is a career coach who formerly recruited for Google and Indeed.
• Rivera said that she's coached many employees who've been labeled as underperformers.
• She advises employees who've been labeled as underperformers to seek clarity as a first step.

This as-told-to essay is based on a conversation with Erica Rivera, a 37-year-old career coach now based in Barcelona. It has been edited for length and clarity.

Before becoming a career coach, I worked as a recruiter for Indeed for three years and Google for roughly another two.

I now work with people one-on-one to navigate career changes and transition into new roles. As a coach, I've helped those who have been labeled as underperformers, and it breaks my heart when I hear them talk about it.

First, there's the initial shock — Hey, I'm labeled as an underperformer? — and then I see how deeply they internalize that as their truth. The people I've talked with feel like they're broken, that there's something wrong with them because they're not seen as meeting expectations.

When this happens, I say, take a second to breathe. This label is just that, a label — and it doesn't mean that there's something wrong with you.

Many times, people who get that label are not underperforming; they're just caught up in unfortunate situations. Sometimes, new management comes in, or goals shift, and the employee isn't made aware.

I tell them, It doesn't define you. It doesn't define the rest of your career. Instead, it could be time to stop and evaluate your next steps. No matter the scenario or why you received this label, here are four steps to take if you're labeled an underperformer at work.

Seek clarity

Many times, if there isn't clarity about what is being asked of an employee or if they don't fully understand what their manager is looking for, it creates a gap — first in communication, then in performance.

Maybe there is a misunderstanding of what the goals are versus what the manager has been expecting. If that's the case, it's time to assess bridging the gap.

When having a conversation with your manager, ask: What am I being measured against? What does success look like in the next 60 to 90 days? Can you help me understand where I'm missing the mark? How does that align with the team's expectations and the greater organizational goals?

By getting clarity, you have something to measure your performance against.

Take action and document it

Once you have had that conversation with your manager and understand the expectations, it's time to take action and track your progress.

I tell people all the time, "You need to document, document, document," because you have to make sure that you're covering yourself in the work that you're doing.

This might include documenting any kudos you get, your metrics (which your manager should also be tracking), and any internal awards — anything that can show where you're delivering in your role and exceeding.

Check-in with your manager

You should be having weekly, or at least bi-weekly, one-on-ones with your manager. During these conversations, update your manager on your wins, your metrics, and key positive feedback you're receiving.

After your one-on-one, send them a follow-up email: Hey, just as a follow-up, here's my understanding from our conversation. Here are the wins, areas of opportunity, and what I'm focusing on this week.

Your manager might not read it, but at least you're documenting it, sending it out, and taking ownership.

In the end, be thorough in documenting and updating your manager to show that you are progressing toward the goals you have set.

Update your résumé and look elsewhere

Although you might be doing all that you can internally, make sure you're also updating your résumé and LinkedIn. Start tapping into your network and possibly just re-engaging with people that you haven't connected with in a while.

You could check in with your connections and say that you're interested in seeing what openings are available at their organizations.

When doing so, it's best not to bash your old company because, a lot of times, that can reflect poorly on you, and when looking for work, you'll want to keep it more neutral.

If you're asked why you're looking for new opportunities in an interview, you might say: There was a shift in the direction of the organization, and as a result, there was no longer alignment between the work that I was doing and the new priorities that were being implemented. I am looking for a long-term opportunity where I can grow with the next organization that I'm in.

Whatever you do, you don't want to call yourself out and label yourself as an underperformer.

If you're a recruiter with career tips you'd like to share, please contact this editor, Manseen Logan, at [email protected].

Recessions can be really challenging periods. A contracting economy causes companies and consumers to pull back on spending. One of the first cuts many economically cyclical companies make is to their dividends.

However, other companies are more recession-resistant. One sector known for its recession resistance is utilities. That's evident by the dividend histories of top utilities like Consolidated Edison (NYSE: ED), NextEra Energy (NYSE: NEE), and Southern Company (NYSE: SO), which have all increased their payouts for more than 20 years in a row, periods which included some severe recessions. Because of that, they're great stocks to buy if you're concerned that a recession is nigh.

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Dividend royalty

Through its various local utilities, Consolidated Edison provides electricity and natural gas services to the New York City region and surrounding areas. The company generates very stable earnings backed by government-regulated rate structures. Meanwhile, the region's electricity and gas demand has grown steadily, even during recessions.

That has enabled Consolidated Edison to increase its dividend very consistently. This year was the 51st consecutive year that it hiked its payout. That kept it in the elite group of Dividend Kings, companies with 50 or more years of annual dividend increases. It also extended its record for the longest consecutive yearly streak of dividend increases of utilities in the S&P 500.

Consolidated Edison is in a strong position to continue growing its dividend. It has a conservative dividend payout ratio for a utility (55% to 65% of its adjusted earnings) and a strong balance sheet. That gives it the financial flexibility to continue investing in expanding its utility infrastructure to support the growing demand for electricity and natural gas in the New York City area.

The powerful dividend growth should continue

NextEra Energy operates the country's largest electric utility (Florida Power & Light), which generates stable rate-regulated earnings. On top of that, the company has a leading competitive energy platform (NextEra Energy Resources), which owns an extensive portfolio of renewable energy assets that generate stable cash flow backed by long-term, fixed-rate contracts. Those stable and growing cash flow sources have enabled NextEra Energy to increase its dividend every year over the past three decades.

The company has grown its payout at a roughly 10% annual pace over the past 20 years, which should continue. NextEra Energy is targeting to deliver around 10% annual dividend growth through at least next year. It can deliver that robust dividend growth rate thanks to its lower dividend payout ratio and the earnings growth it has ahead. The company expects to grow its adjusted earnings per share by 6% to 8% annually through 2027.

Powering that growth is the strong and rising demand for power, especially from cleaner sources. NextEra Energy plans to invest a massive $120 billion into energy infrastructure like new renewable energy capacity over the next four years.

Decades of dividend stability and growth

Southern Company operates several electric and natural gas utilities across the South that generate very stable rate-regulated earnings. The company also has a competitive energy business and provides fiber and connectivity solutions. These businesses produce predictable cash flow from long-term, fixed-rate contracts and supply it with potential opportunities for additional growth.

The utility's stable and growing cash flow profile has been on full display over the decades. Southern Company has paid a dividend equal to or greater than the previous year for 77 years. Meanwhile, it has increased its payment for 23 years in a row.

That growth will likely continue. Southern Company plans to invest $63 billion through 2029 to maintain and expand its utility operations to support growing power demand in the South. These investments should power 5% to 7% annual earnings growth, which should support continued dividend increases.

Portfolio stabilizers

Utilities operate very recession-resilient businesses because demand for electricity and gas tends to rise steadily even in a recession. Meanwhile, governments set the rates they charge, which they increase over time to compensate utilities for their heavy investment in maintaining and expanding their infrastructure. Because of that, they produce stable and growing cash flow to support rising dividend payments. That durability makes utilities a great way to diversify your portfolio to help mute some of the impact of future recessions.

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Matt DiLallo has positions in NextEra Energy. The Motley Fool has positions in and recommends NextEra Energy. The Motley Fool has a disclosure policy.