25+ Great Engineering Manager Interview Questions and Answers

As an engineering coach, you have the province of managing people, projects, and processes related to the creation and maintenance of products and services .
It ‘s a large responsibility and companies want to make sure they hire the right person for the position .
These are the most normally asked questions at companies such as Google, Microsoft, Apple, IBM, and other technical school companies. Most of these questions apply to early industries excessively .

1 – What is the role of an engineering manager?

If you do n’t know what your job entails, you do n’t get hired. This interview is besides a way to filter technology managers that use processes that are antagonistic with the company ‘s own.

The responsibilities of an mastermind director are :

  • Talent management: hiring, firing, and promoting engineers.
  • Coaching engineers to perform better.
  • Managing budgets.
  • Project management: selection, prioritization, and supervision.
  • Leading R&D projects.
  • Product development, infrastructure maintenance.
  • Connecting multiple departments within the company(engineering, product, UI, marketing).

2 – Why do you want to become an engineering manager?

You ‘ll be asked this wonder if you are making a startle into engineer management .
Mention your sexual love for mastermind, but besides the business side of things. If you had previous experience managing people, country it deoxyadenosine monophosphate well .
Say your experience as an mastermind gives you the cognition you need to build mastermind teams and coach them to success .
Add that you ‘d like to be responsible for managing the technical execution of a intersection or service from beginning to end .

3 – How do you hire top engineering talent?

As an engineering coach, you ‘ll be creditworthy for hiring modern endowment for your team. The most authoritative questions are : where do you find the endowment and how do you test its quality ?
Finding talent : your personal network, referrals from current engineers, home hires/promotions, diligence caper boards, LinkedIn, or recruiters .
Testing talent : telephone screening, culture fit analysis, solving problems on a whiteboard or computer, testing the candidate ‘s technical foul skills through sample projects, and structured interviews .

4 – When and how do you promote an engineer?

When do you promote an engineer to a senior engineer ? Or to a technical school jumper cable ? What criteria do you use ?
Promotions should be given based on former performance on a ‌job and expected performance in the future position .
Mention the Peter Principle. Candidates should be tested on the new job before they are given the promotion .

5 – Why and how would you fire an engineer?

unfortunately, not everyone will perform at the expect level. You much have to fire people. Your interviewer wants to know what process you use to determine if person should be fired, and how you go about doing it .
If person is underperform, there should be a courtly summons improvement plan. The goal is to improve performance or offer an alternative career path within the ship’s company .
If the engineer still fails to perform, then the company has documentation it did everything it could to support the person. This is important to conform to tug laws .

6 – How do you coach your engineers?

Coaching your staff is an important depart of being a coach .
An engineering coach does 1 on 1 ‘s, gives advice based on his have, incentivizes continuous education, and helps engineers set personal goals .

7 – How do you run 1 on 1’s?

Should be done on a recurring schedule, normally weekly. The past workweek is analyzed. Was work completed ? What went amiss, what went right ?
Goals are set for the future week, expectations made clear. Feedback and coaching are provided on an ongoing basis .

8 – How do an engineering manager and a tech lead work together?

A technical school lead is more focus on the technology problems a team faces, while an technology coach is focused on the people ‘s side .
The relationship is like to that of a coach ( engineer coach ) and a captain ( technical school leash ) .

9 – How do you coach a tech lead?

regular 1 on 1 ‘s, advising the technical school lead on tax prioritization and helping to maintain high-quality standards .

10 – How do you deal with engineers with performance issues?

Create a performance improvement design with the goal of getting the engineer binding to focal ratio. Personal, 1 on 1 coaching should be provided .
If the performance remains low, try to find a newfangled place within the company. If no position is available, the engineer should be counseled out of the company .

11 – What if an engineer is more talented than you?

It ‘s absolutely normal for a member of the staff to have more engineering talent. The coach does n’t have to be the smartest engineer in the room .
however, an technology coach needs to have the best business and social skills of all engineers .

12 – How would you develop a tech lead?

An engineer ( normally senior ), should be designated as a “ teach lead in aim ” and slowly be given the following responsibilities :

  • Architecture design
  • Quality assurance
  • Code reviews
  • Delegating tasks to peers
  • Coaching and training new hires

13 – Have you ever managed remote engineers?

As outside influence goes mainstream, many companies require their mastermind managers to manage staff remotely .
Whether or not you have that experience, ‌stress the importance of communication and software documentation for remote control teams.

14 – What’s the size of the teams you’ve managed?

different companies set up technology teams of unlike sizes. Some want to hire managers with experience managing bigger teams .
To pass this wonder, persuade the interviewer you have what it takes to deal with the duty of having more people under your fender .

15 – What’s the difference between managing a big or a small team?

Bigger teams require better communication and coordination, as it ‘s harder to make everyone aligned towards the lapp goal .

16 – How to resolve conflict within your team?

Identify and fix the source of the conflict. There are normally three reasons for dispute within a team : hapless communication, unaligned objectives, and ill-defined job roles .

17 – What’s the difference between leadership and management?

leadership is about inspiring people to achieve a goal. management is the efficient use of resources ( people, capital, materials ) to achieve said goal .
Engineering managers should be both good leaders and good managers .

18 – How do you motivate your people?

Set very clear goals. What ‘s the destination ? Assign responsibilities to each staff extremity and establish common team goals .
Celebrate and reward the team for each successful milestone .

19 – How do you choose a new technology for a project?

Select engineering that is tried and proven at solving a specific technical foul trouble .
choice should be made based on know, function cases, white papers, and careful research. The budget should be a factor excessively .

20 – How do you solve tech debt?

All projects suffer from technical school debt at different points in the development process. That said, it should be managed and minimized .
mastermind time and resources should be spent dealing with technical school debt : test, refactoring, engineer train, and proper documentation .

21 – What do you do if your engineers disagree with your choice of technology?

Engineers are rarely happy with the technical school choices their managers make for them. A direction to prevent this trouble is to give engineers more world power in their choice of a technical school stack .

22 – Have you worked with product managers?

In product-oriented companies, product managers handle everything from customer research to decisions on what merchandise features should be implemented .
The product director ‘s responsibilities are deciding the “ what ” and the “ why ” of the intersection. Your responsibilities are deciding the “ how ? ”. How do you build it ?

23 – How do you prioritize projects?

It depends on the clientele value each project brings. Projects that bring more gross should get more attention .
however, less sexy projects that do n’t directly bring gross can besides be authoritative. There are multiple project prioritization frameworks that can be used .

24 – Tell me about yourself

Your own elevator pitch. A commodity approach to this question is to summarize your sketch : mention your education, give a high-level overview of your career, and describe your passion for mastermind and management .

25 – Why do you want to work for us?

You ‘ll get asked this on about all job interviews, no matter the position .
state you like the industry and the type of problems the company solves. Mention you ‘re looking for a challenge and the ability to solve interesting engineer problems .
Tell the interviewer that the skills you have match absolutely with what the company is looking for. Tell him you ‘re attracted to the company ‘s reputation and the opportunity to grow as a professional .

26 – What were you responsible for in your previous role?

What projects were you responsible for ? And for how long ? What were your achievements ? How did your presence benefit your previous company ?
Do n’t forget to sell yourself. Like it or not, you ‘ve got to persuade the interviewer to get the occupation .

27 – Why did you leave your previous role?

Did you get fired ? credibly better not to mention that. Did the company close ? It ‘s o to disclose that .
But possibly you ‘re looking for a bigger challenge. You want to grow your career and are looking for raw opportunities. Say you ‘ve left for bigger and better things .

28 – Other questions

  • What’s your biggest strength?
  • What’s your biggest weakness?
  • Where do you see yourself in 5 years?
  • What was your biggest professional failure as an engineering manager?
  • What do you know about our company?

The interview process for engineering managers

The mastermind coach put is a role with a big province within a company. You will be given your own budget, the ability to hire and fire people, and besides to manage projects from begin to finish .
naturally, companies do n’t want to gamble on person with unproved experience. You will most probable be put on a multi-stage action, interviewing with multiple teams.

Some companies will test your technical foul skills, others do not. You can expect to be asked about architectural, design, and management topics .

Dress well

tied if the company has a casual polish, it ‘s never a mistake to dress well for an interview. You do n’t want to show up being the worst dress person in the room. People will think you do n’t care .
As a minimal, attire business fooling. And a suit will never hurt your ability to get a job …

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