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Behavioral
9 months ago
What are the steps to earning trust in a team?
Frontend EngineerData Engineering ManagerEngineering ManagerUX Designer

Meta

Apple

Asana

+19

To earn trust within a team, I believe it’s important to start with a small, achievable task and deliver a high-quality result on time. Once I’ve proven that I can deliver reliably, I gradually take on more complex tasks, building credibility along the way.

Equally important is asking the right questions and actively participating as a team member. At XYZ, when I joined a new team, I gained trust by ensuring that we only committed to tasks we could realistically deliver. Once we met our goals, I took the initiative to showcase our accomplishments to leadership, highlighting the team’s impact and visibility.

By consistently delivering results and advocating for the team, I was able to earn the trust of both my teammates and leadership.

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9 months ago
Behavioral
9 months ago
Tell me about a time where you were unpopular thanks to a decision you imposed on your team
Frontend EngineerSoftware EngineerTechnical Program ManagerBackend Engineer

Instacart

Google

Uber

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9 months ago
Behavioral
9 months ago
What have you learned from a recent failure? How has this failure helped you to become a better Frontend Engineer?
Frontend Engineer
Spinny Logo

Spinny

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9 months ago
Behavioral
9 months ago
If you were ever the manager of a team, tell me about it
Frontend EngineerBackend EngineerProduct ManagerTechnical Program Manager

Asana

Google

Netflix Logo

Netflix

+2

In my current role, I led a team of 6engineers, 3quality analysts and 3 partner account managers to build and deliver a product for enabling integration with tax authorities government portal and partner tech systems to systematically onboard the partners and consume, validate and pay their invoices in line with local authorities regulatory requirements. My role involved partnering with internal xyz transportation business teams of outbound, import and returns business, financial operations, procurement and controllership teams to align on the business and tech requirements, understand the tech integration dependencies, accounting requirments and define the MVP, change management and then drive the go to market strategy through a dial up. 

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9 months ago
Behavioral
9 months ago
I'd like you to tell me what you learned from a major failure.
Frontend EngineerData Science ManagerEngineering ManagerUX Designer
TikTok Logo

TikTok

Google

Apple

When buildling the next generation instance, during the planning phase I budget the amount of servers we will launch the product with. Given each server cost was over 2 million dollar I biased to towards frugality and provided a bare minimum number of server we could launch with. But what I completely missed was during the developement some servers will end up in bad state and the engineering team will short of servers to test the software and firmware getting built which made meeting the project timeline riskly and heavily dependent on delivery schedules of servers and them staying healthy. This quickly became a bottleneck that I realized. I quickly put togther a plan to request adittional server and provide a detailed breakdown on where and how these would be used during and after developement. Synced with the hardware and ODM team and executives to get a approval and ordered the parts to get the servers and racks build at ODM. 

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9 months ago
Behavioral
9 months ago
Describe how you see your career development over the next five years and how Red Hat fits into that?
Frontend Engineer
Red Hat Logo

Red Hat

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9 months ago
Behavioral
9 months ago
Tell me about a time where you took an unpopular decision
Frontend EngineerSoftware EngineerTechnical Program ManagerBackend Engineer

Instacart

Google

Uber

+6

while reviewing one of the older projects that was currently implemented in the company I noticed that there was no alerting in place if the data pipeline breaks, the data pipeline has never been broken and it never failed for the last 2 years. it was a pipeline where the data would be dropped into an sftp bucket by the customer every hour and then it was moved to an s3 bucket where s3 triggers were implemented to moved the data in to queue. So in case there is an issue with the data not being processed we would only know when the we see a drop in volume. I identified it as a potential issue with the system and worked on a proposal to have monitoring in place so we are notified when there is an error. I worked with the program manager and devised a plan on how to implement the alerting and the time lines as well as the effort that will be needed to implement it. I mapped the impact of not having it to the current goals of the company and then put forward a proposal of implementing the alerts to the business and took their buyins. after getting the buyins I proposed the task to my team and some of the sr devlopers were not too keen on implenting the alerts, I gave the task to some of the Jr devlopers and the alerts were implemented. after the implementation we discovered that for some hrs in a day we werent getting any files so instead of getting 24 files in a day we were getting 20 files a day in an average. This was rectified by talking to the customer and the missing data was solved. but this made the whole team realize the importance of monitoring and alerting. It also bosted the moral of the Jr developers seeing the direct impact they made to the business goals

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9 months ago
Behavioral
9 months ago
Tell us about a time at work when you made a big mistake.
Frontend EngineerData Engineering ManagerUX ResearcherEngineering Manager
DoorDash Logo

DoorDash

TikTok Logo

TikTok

Shopify Logo

Shopify

+1

I was managing organization wide restructuring program where goal was to map all resources with their delivery accounts to keep a track of account’s PnL and manage capability as cost centre. We also intended to design KRA and KPIs for each individual level to make our Performance Assessment data driven and transparent. This was a big change at employee level at professional and emotional level too. It meant changes in their reporting structures, extra reporting and performance management by all managers, clear KPIs alignment and selection.

Planning Level: We identified all the major business account heads, capability and other function head and organized a communication platform to make them aware and comfortable with the changes. We undertook their inputs on pros and cons and some caution to be exercised

Execution Level: We started executing these changes with L0 level employees and moved up to leadership team. Along the way we encountered some risks and outlier conditions to be managed.

Communication Strategy: We worked with all business and functional heads on our communication strategy to reach out to all the employees. Head multiple events and workshops to discuss the changes.

Data Platform changes: Evaluated all the data platform changes required and planned a phased out approach to bring those changes in the system as well.

However, when we were about to reach closure of this program, I realized that I have made a big mistake of readiness of our existing platforms to support all the changes required and existing data integrity. It really took a toll on everyone involved to clear up data accuracy before the changes could be introduced.

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9 months ago
Behavioral
9 months ago
Describe a time when you disagreed with a performance rating you received.
Frontend EngineerFull Stack Software EngineerData ScientistData Analyst
Snap Logo

Snap

DoorDash Logo

DoorDash

Palo Alto Networks Logo

Palo Alto Networks

During my tenure at Cisco, I participated in a project where I collaborated with a devops team and testing team to accomplish the resource allocation . At the end of the project, each intern received an evaluation from our direct supervisor. I was surprised to find that my performance rating was lower than I expected, given the contributions I felt I had made.

Task:I wanted to understand the basis for the rating and felt it was important to clarify any discrepancies between my self-assessment and the supervisor’s perception. My goal was to maintain a positive relationship while advocating for the work I had done.

Action:I requested a brief, one-on-one meeting with my supervisor. In that meeting, I calmly listened to their feedback to understand their perspective fully. Then, I shared specific examples of my contributions:

  • How I had taken the lead on documenting the current resource allocation and new resource allocation based on my experience.
  • My involvement in proper resource allocation resulted in 25% reduction of P1 issues due to resource allocation.
  • The additional responsibilities I took on to get all resource approvals and helm script changes went unnoticed.

I also provided the documentation and metrics I’d been tracking to illustrate the impact of my work. By centering the conversation on factual evidence and outcomes, I was able to highlight aspects of my contribution that might have been overlooked initially.

Result:After reviewing these points, my supervisor acknowledged that some of my behind-the-scenes work wasn’t fully visible to them.  we agreed to have more frequent check-ins going forward. This experience taught me the value of proactive communication and documentation, ensuring that both my manager and I have a clear view of my responsibilities and achievements.

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9 months ago
Behavioral
9 months ago
When have you gone an extra mile for a project or endeavor?
Frontend EngineerData Engineering ManagerEngineering ManagerUX Designer
Amazon Logo

Amazon

Shopify Logo

Shopify

Stripe Logo

Stripe

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9 months ago

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Google

Frontend Engineer

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Meta

Frontend Engineer

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Behavioral

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*All interview questions are submitted by recent Frontend Engineer candidates, labelled and categorized by Prepfully, and then published after verification by current and ex-Frontend Engineer employees.

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