Covers managing individual and team performance, giving and structuring constructive feedback, setting clear expectations and goals, conducting reviews, and running performance improvement plans. Includes diagnosing performance problems versus capability gaps, coaching and development approaches, documentation and escalation, handling promotions and separations, and creating accountability while maintaining psychological safety and fairness. Candidates should be able to describe frameworks for regular feedback, metrics and systems used to track performance, examples of difficult performance conversations they have led, and how they balance support with consequences.
EasyTechnical
33 practiced
As an engineering manager of a 50-person engineering organization across six teams, explain the core components of an effective performance management framework you would implement. Include: frequency of touchpoints (one-on-ones, reviews), goal-setting approach (e.g., OKRs or SMART), feedback cadence (formal and informal), documentation and evidence expectations, metrics to track, and how you would calibrate outcomes across teams to ensure fairness.
EasyTechnical
20 practiced
You inherit a team where the recurring feedback in reviews is 'lack of ownership.' In your first 30 days, how would you determine root causes and implement immediate actions? Include diagnostic steps, quick wins you could implement, communication to the team, and longer-term cultural changes you'd propose.
MediumTechnical
23 practiced
Your company plans to move from annual reviews to continuous feedback using a platform like Lattice or 15Five. As engineering manager, outline an adoption plan: communication to teams, manager and IC training, pilot selection criteria, integrations with existing tools (Git, Jira), monitoring KPIs for adoption, and how you'd measure impact on performance and retention over a year.
MediumBehavioral
23 practiced
You must deliver difficult feedback to a recently promoted manager who is underperforming in people management (missed 1:1s, poor feedback, low team morale), while their technical contributions remain strong. How would you prepare for and conduct this conversation, what support or development plan would you offer, and what timeline would you set for expected improvement before considering alternate assignments?
HardTechnical
17 practiced
A senior engineer is technically excellent but frequently writes passive-aggressive emails and undermines decisions, damaging team morale. The company has historically tolerated this behavior for top performers. As engineering manager, decide whether to promote, discipline, or separate this person. Provide a decision framework, the evidence you would collect, attempts to remediate, and a communication plan for whichever outcome you choose.
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