Chemonics International Project Management Associate (Associate A) interview questions

I applied for an entry-level project management associate position online, and received an offer two months later after going through a process that included a phone screen, panel interview, and interview with the region's Senior Vice President. The recruiter e-mailed me about a week or so after I applied and set up a phone interview. Ended up rescheduling because they forgot about it. When we did reschedule, during the interview she conferenced in a colleague to test my language skills. I didn't think I did very well but never the less moved on to the panel interview stage with three people from the region. The interview was via Skype (questions below). I didn't hear anything for a while, and then my references reached out to me and said they had been contacted. I had my third and final interview with a higher up in the region, which was a short conversation. I received an offer the same day. Overall it was a streamlined process, but there was a lot of back and forth and times when the recruiter was silent and not as responsive to my e-mails which is typical I guess. There weren't any tests. I was a bit disappointed that the recruiter wasn't receptive to negotiation. Although the salary was cited at the beginning stages of the recruitment process, all entry level (called "associate a") associates make the same salary (high 40s) regardless of qualifications. The only way they can start you out at a higher salary, is if your current salary is more than that. And you would have to provide verification. I can definitely say that associates are underpaid and the workload is significant. They should consider salary increases across the board and scale them for people who exceed the requirements. The truth is, and the recruiter confirmed this during our conversation, they receive a very high volume of qualified people applying for associate positions, so they don't have to be that competitive with salaries. Unfortunately, that way of thinking is contradictory to the company's values and mission. This will lead to associates getting burned out and leaving because not only can they get paid more elsewhere, they can have better work life balance too. They may take advantage of Chemonics training and other resources and then move on.