Interview Guide for

Engineering Manager

This comprehensive Engineering Manager interview guide provides a structured approach to identifying and hiring top technical leadership talent. From initial screening to in-depth competency assessment, this guide offers a systematic framework that helps maintain consistency across candidates while diving deep into the skills and traits essential for engineering management success.

How to Use This Guide

This interview guide serves as a roadmap for conducting thorough and effective interviews for an Engineering Manager role. To get the most out of it:

Customize for Your Needs - Adapt the questions and exercises to reflect your company's specific tech stack, culture, and requirements
Distribute to Your Team - Share with everyone involved in the hiring process to ensure alignment and consistency
Prepare Thoroughly - Review the guide before each interview to focus on key areas you want to assess
Follow the Structure - Use the planned sequence to systematically evaluate all important competencies
Use Follow-Up Questions - Dive deeper into candidate responses to get complete context beyond surface-level answers
Score Independently - Have each interviewer complete their scorecard before discussing the candidate to avoid group influence

For more guidance on conducting effective interviews, check out our article on how to conduct a job interview. For additional questions specific to this role, explore our Engineering Manager interview questions.

Job Description

Engineering Manager

About [Company]

At [Company], we are revolutionizing the [Industry] industry through innovative technology solutions. Our team of passionate engineers works collaboratively to build high-quality products that make a meaningful impact. We value technical excellence, continuous learning, and fostering an environment where engineers can do their best work.

The Role

We're seeking an experienced Engineering Manager to lead a team of talented software/hardware engineers at [Company]. This role is critical to our success as you'll be responsible for both people leadership and technical guidance, ensuring our engineering team delivers high-quality solutions while growing professionally. You'll play a pivotal role in shaping our engineering culture and contributing to our strategic technical direction.

Key Responsibilities

Lead, mentor, and develop a team of [number] engineers through regular 1:1s, performance reviews, and ongoing coaching
Foster a collaborative, inclusive, and high-performing team environment
Provide technical leadership to ensure implementation of best practices and high-quality solutions
Oversee design, development, and testing of our products/services
Collaborate with cross-functional partners (Product, Design, etc.) to define requirements and deliver solutions
Manage project timelines, resources, and priorities to meet business goals
Identify and mitigate technical risks to ensure successful project delivery
Stay current with industry trends and emerging technologies
Contribute to the overall engineering strategy and roadmap
Promote a culture of continuous learning and improvement

What We're Looking For

Experience: [Number]+ years of software/hardware engineering experience with [Number]+ years in engineering management
Technical expertise in relevant programming languages and technologies
Strong leadership and interpersonal skills with proven ability to build and motivate teams
Excellent communication and collaboration abilities
Experience working effectively with cross-functional stakeholders
Strong problem-solving and analytical skills
Results-oriented mindset with attention to quality and details
Experience with Agile methodologies and development best practices
Ability to balance technical leadership with people management
Track record of successful project delivery and team growth

Why Join [Company]

At [Company], we offer not only challenging and meaningful work but a culture where you can thrive and grow. We're committed to your professional development and work-life balance.

Competitive compensation package of [Pay Range]
Comprehensive health, dental, and vision benefits
Generous PTO policy and flexible working arrangements
Professional development opportunities and education allowance
Modern office in [Location] with remote work flexibility
Collaborative and innovation-focused culture

Hiring Process

We've designed our hiring process to be thorough yet efficient, giving you a clear view of our company while allowing us to make a well-informed decision.

Initial Screening Call - A conversation with our recruiter to discuss your background and the role.
Technical Leadership Interview - A discussion with a senior engineering leader about your technical expertise and leadership experience.
Technical Challenge - A practical exercise to evaluate your technical decision-making and approach.
Team Leadership Interview - A deep dive into your management philosophy and people leadership skills.
Final Interview - A meeting with senior leadership to discuss how you'd contribute to our company's vision.

We aim to be respectful of your time throughout the process, and we're committed to providing timely feedback after each stage.

Ideal Candidate Profile (Internal)

Role Overview

The Engineering Manager will lead a team of engineers while providing technical guidance to ensure delivery of high-quality solutions. This role requires a balance of strong technical skills and people leadership abilities. The ideal candidate will foster a collaborative, innovative environment where engineers can thrive while ensuring alignment with business goals and technical excellence.

Essential Behavioral Competencies

Technical Leadership - Provides technical direction and expertise to the team, influencing architectural decisions and ensuring adherence to best practices while staying current with industry trends.

People Management - Effectively builds, leads, and develops a high-performing engineering team through mentoring, coaching, and creating growth opportunities while handling team dynamics effectively.

Strategic Thinking - Understands broader business context and connects engineering work to company goals, anticipating future needs and planning accordingly.

Communication - Clearly articulates complex technical concepts to diverse audiences, facilitates effective discussions, and serves as a bridge between technical and non-technical stakeholders.

Problem Solving - Approaches complex challenges systematically, breaks down problems into manageable components, and drives data-informed decisions with a focus on outcomes.

Desired Outcomes

Build and maintain a high-performing engineering team with low turnover and high engagement
Lead successful delivery of engineering projects on time and within scope while maintaining quality
Establish and improve engineering processes that increase efficiency and quality
Foster cross-functional collaboration that results in better product outcomes
Contribute to technical strategy that aligns with company goals and enables future growth

Ideal Candidate Traits

Balance of technical depth and management breadth – strong enough technically to command respect and provide guidance, while focusing on developing the team
Experience managing teams of similar size and technical complexity
Track record of successful project delivery and team development
Empathetic leadership style that focuses on both results and team well-being
Ability to navigate ambiguity and make decisions with incomplete information
Experience working in [Industry] or similar technical environments is valuable
Growth mindset with commitment to continuous learning and improvement
Comfortable with the pace and demands of a [seniority level] environment in a [company stage] company

Screening Interview

Directions for the Interviewer

This initial screening aims to quickly assess the candidate's background, experience, and alignment with the Engineering Manager role. Focus on understanding their leadership experience, technical depth, and management philosophy. This interview is crucial for identifying candidates with the potential to succeed in this position. Pay special attention to how they've built and managed teams, their approach to technical leadership, and their communication style. The goal is to determine if their experience and approach are a good match for your engineering team's needs.

Directions to Share with Candidate

In this conversation, I'd like to learn more about your background in engineering management and technical leadership. I'll ask about your experience leading teams, your approach to management, and some technical aspects of your work. Feel free to ask questions throughout our discussion, and we'll save time at the end for any additional questions you might have about the role or company.

Interview Questions

Tell me about your current role and the team you're managing.

Areas to Cover

Size and composition of their current team
Types of projects/products the team works on
Their specific responsibilities and how their role fits in the organization
How they interact with other departments and stakeholders
Their management scope (direct reports, budget, etc.)

Possible Follow-up Questions

How has your team evolved since you started leading it?
What's the most significant challenge you've had to address with this team?
How do you typically structure your team's work?
How do you interact with product, design, or other cross-functional teams?

Describe your approach to managing engineering teams. What's your leadership philosophy?

Areas to Cover

Their management style and core values
How they balance technical guidance with people management
How they handle performance management and development
Their approach to building team culture
Examples that demonstrate their philosophy in action

Possible Follow-up Questions

How do you approach difficult conversations with team members?
How do you balance giving autonomy versus providing direction?
How do your direct reports typically describe your management style?
How has your leadership approach evolved over time?

Can you walk me through a successful project you led and your role in its success?

Areas to Cover

The project scope, complexity, and importance
Their specific contributions and leadership approach
How they managed resources, timelines, and stakeholders
Technical decisions they influenced or made
Outcomes and measures of success

Possible Follow-up Questions

What was the most challenging aspect of this project?
How did you keep the team motivated through difficult phases?
What technical decisions proved most impactful?
What would you do differently if you could do it again?

How do you approach hiring and building an engineering team?

Areas to Cover

Their process for identifying and evaluating candidates
How they assess technical skills versus culture fit
Their approach to onboarding new team members
How they build diverse and inclusive teams
Their philosophy on team composition and structure

Possible Follow-up Questions

How do you assess if someone will be successful on your team?
What's your approach to onboarding new team members?
How have you handled hiring mistakes in the past?
What strategies have you found effective for finding diverse candidates?

How do you balance technical debt with delivering new features?

Areas to Cover

Their approach to managing technical debt
How they communicate technical needs to non-technical stakeholders
Their process for prioritization
Examples of how they've handled this balance in the past
Their approach to maintaining engineering quality

Possible Follow-up Questions

How do you make technical debt visible to non-technical stakeholders?
How do you decide when to address technical debt?
Can you share an example where you had to make a difficult trade-off?
How do you ensure your team maintains quality while moving quickly?

What tools, processes, or methodologies have you found most effective in managing engineering teams?

Areas to Cover

Development methodologies they've used (Agile, Scrum, Kanban, etc.)
Project management and communication tools they prefer
How they track progress and measure success
Their approach to process improvement
Their experience with different engineering workflows

Possible Follow-up Questions

How do you adapt your processes when they're not working?
What metrics do you find most valuable for tracking team performance?
How do you balance process versus flexibility?
How do you get buy-in for process changes?

Interview Scorecard

Technical Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited technical depth or inability to provide technical guidance
2: Shows some technical competence but may struggle to lead technical direction
3: Demonstrates solid technical understanding and ability to guide technical decisions
4: Exceptional technical depth with proven ability to shape technical vision and mentor others

People Management

0: Not Enough Information Gathered to Evaluate
1: Limited experience or ineffective approaches to team management
2: Basic management skills but may lack depth in developing team members
3: Effective team leadership with evidence of successful people development
4: Outstanding people manager who builds high-performing teams and develops future leaders

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Focuses primarily on tactical execution without strategic consideration
2: Shows some strategic awareness but may struggle to connect work to broader goals
3: Demonstrates ability to think strategically and align team efforts with company objectives
4: Exceptional strategic mindset with proven ability to shape long-term technical direction

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication is unclear or ineffective across different audiences
2: Adequate communication but may struggle with complex or sensitive topics
3: Clear, effective communicator who can adapt to different audiences
4: Outstanding communicator who excels at explaining complex concepts and influencing others

Building a high-performing engineering team with low turnover and high engagement

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on limited team-building experience
2: Likely to Partially Achieve Goal with some team management capabilities
3: Likely to Achieve Goal with demonstrated team development experience
4: Likely to Exceed Goal with exceptional team building and engagement track record

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on project management approach
2: Likely to Partially Achieve Goal with basic project management skills
3: Likely to Achieve Goal with proven delivery track record
4: Likely to Exceed Goal with outstanding project delivery and risk management

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited process improvement experience
2: Likely to Partially Achieve Goal with some process development skills
3: Likely to Achieve Goal with demonstrated process improvement experience
4: Likely to Exceed Goal with innovative approaches to engineering excellence

Fostering cross-functional collaboration that results in better product outcomes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited cross-functional experience
2: Likely to Partially Achieve Goal with some collaborative skills
3: Likely to Achieve Goal with proven cross-functional collaboration
4: Likely to Exceed Goal with exceptional stakeholder management skills

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with tactical rather than strategic focus
2: Likely to Partially Achieve Goal with emerging strategic thinking
3: Likely to Achieve Goal with solid strategic contributions
4: Likely to Exceed Goal with visionary technical strategy abilities

Final Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Technical Leadership Work Sample

Directions for the Interviewer

This exercise assesses the candidate's technical decision-making, architectural thinking, and ability to communicate complex technical concepts. It evaluates how they approach technical challenges, balance trade-offs, and guide technical decisions - all crucial skills for an Engineering Manager. Watch for their thought process, how they handle ambiguity, and their ability to explain their reasoning clearly. Pay attention to both the technical soundness of their approach and how they would implement it with a team.

Directions to Share with Candidate

In this exercise, we'll present you with a technical scenario that's similar to challenges our engineering teams face. We're interested in your approach to the problem, how you'd make technical decisions, and how you'd guide a team through implementation. There are no "right" answers here - we're looking at your thought process, how you evaluate trade-offs, and how you communicate technical concepts. Feel free to ask clarifying questions as needed.

Technical Architecture Challenge

Scenario: You're leading a team that needs to redesign a key system component that has become a bottleneck as the product scales.

Share the following details with the candidate:

The current system is a monolithic application handling user authentication, data processing, and reporting
The system now supports 5x more users than it was originally designed for
Performance is degrading, especially during peak usage times
Any changes need to minimize disruption to users and other system components
Your team consists of 8 engineers with mixed experience levels
You have 4 months to implement a solution

Ask the candidate to walk through the following:

How would you approach analyzing this problem, and what additional information would you want to gather?

Areas to Cover

Their approach to understanding the current system's limitations
What data and metrics they would collect
How they would involve the team in the analysis
Additional context they would seek from stakeholders
How they balance thorough analysis with the need to move forward

Possible Follow-up Questions

Who would you involve in this analysis phase?
How would you identify the specific bottlenecks in the system?
How would you determine which metrics matter most?
How do you balance quick fixes versus long-term solutions?

Based on the information provided, outline a potential technical approach to solving this scaling problem.

Areas to Cover

Their technical solution and reasoning
How they consider various architectural options
Their understanding of scalability patterns
How they evaluate trade-offs between different approaches
Their consideration of the existing system constraints

Possible Follow-up Questions

What are the main risks of your proposed approach?
What alternative approaches did you consider and why did you reject them?
How would you validate that your solution addresses the actual bottlenecks?
How would this solution allow for future scaling needs?

How would you plan the implementation with your team?

Areas to Cover

Their approach to breaking down the work
How they would handle the transition from the old system
Their strategy for minimizing disruption
How they would involve team members of different experience levels
Their approach to managing the timeline and deliverables

Possible Follow-up Questions

How would you distribute work among your team members?
How would you handle potential resistance to the proposed changes?
What would your testing strategy look like?
How would you maintain service quality during the transition?

How would you monitor the success of your solution after implementation?

Areas to Cover

Their approach to measuring success
Key metrics they would track
How they would gather feedback
Their plan for addressing issues that arise
Their approach to continuous improvement

Possible Follow-up Questions

What would indicate that your solution is succeeding or failing?
How would you communicate progress to stakeholders?
What would your plan be if the solution doesn't solve the problem as expected?
How would you capture lessons learned for future projects?

Interview Scorecard

Technical Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited technical understanding of scalability concepts and approaches
2: Basic knowledge but lacks depth in architectural patterns or considerations
3: Solid technical knowledge with well-reasoned approaches to scaling challenges
4: Exceptional technical expertise with sophisticated understanding of architectural trade-offs

Decision Making

0: Not Enough Information Gathered to Evaluate
1: Makes decisions without clear reasoning or consideration of alternatives
2: Considers some factors but may miss important trade-offs or constraints
3: Makes well-reasoned decisions with clear consideration of alternatives and constraints
4: Outstanding decision-making with nuanced consideration of technical, business, and team factors

Communication of Technical Concepts

0: Not Enough Information Gathered to Evaluate
1: Struggles to articulate technical concepts clearly or appropriately
2: Communicates basic ideas but may lack clarity on complex concepts
3: Clearly communicates technical concepts and rationale for decisions
4: Exceptional ability to explain complex technical concepts at appropriate levels of detail

Planning and Implementation Strategy

0: Not Enough Information Gathered to Evaluate
1: Vague or unrealistic implementation plan
2: Basic implementation approach but may lack important details
3: Thorough implementation plan with consideration for team dynamics and constraints
4: Comprehensive strategy showing exceptional ability to orchestrate complex technical changes

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on implementation planning approach
2: Likely to Partially Achieve Goal with basic project management skills
3: Likely to Achieve Goal with well-structured approach to delivery
4: Likely to Exceed Goal with sophisticated delivery planning and risk management

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited focus on process in approach
2: Likely to Partially Achieve Goal with some process considerations
3: Likely to Achieve Goal with thoughtful process improvements included
4: Likely to Exceed Goal with innovative approaches to engineering excellence

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with tactical rather than strategic approach
2: Likely to Partially Achieve Goal with some strategic considerations
3: Likely to Achieve Goal with solid strategic technical thinking
4: Likely to Exceed Goal with visionary technical strategy abilities

Final Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Chronological Interview

Directions for the Interviewer

This interview focuses on understanding the candidate's career progression, particularly their transition into management and their evolution as a leader. The goal is to gain a comprehensive understanding of their work history, leadership growth, and how they've handled different challenges throughout their career. Pay special attention to patterns in their leadership approach, how they've developed teams, and how they've tackled increasingly complex technical and people challenges. This interview gives valuable insight into how the candidate might perform in your organization based on their past experiences.

Directions to Share with Candidate

In this interview, we'll walk through your career history with a focus on your engineering leadership experience. I'd like to understand your progression, the challenges you've faced, how you've grown as a leader, and the impact you've had in your roles. We'll go through your positions chronologically, so please share detailed examples from each relevant role. This helps us understand how your experiences have shaped your leadership approach.

Interview Questions

Looking back at your career, which role do you feel best prepared you for engineering management, and why?

Areas to Cover

Key experiences or projects that developed their leadership skills
Their motivation for moving into management
The skills they developed in that role that proved valuable as a manager
How they recognized this was the right path for them
Whether their transition was deliberate or circumstantial

Possible Follow-up Questions

Was there a particular moment when you realized you wanted to move into management?
What aspects of technical work do you miss since becoming a manager?
How deliberate was your path toward engineering management?
What was the most challenging adjustment when you first became a manager?

For each of your management roles, I'd like to understand the team you inherited versus the team you left behind. Let's start with [their first management role].

Areas to Cover

The state of the team when they joined (size, morale, performance)
Changes they implemented in team structure or process
How they developed team members
Improvements in team performance or culture
Challenges they faced and how they addressed them

Possible Follow-up Questions

How did you assess what the team needed when you first joined?
What was your biggest success in improving this team?
What would your team members from that time say about your leadership?
What did you learn about management from this experience?

Tell me about a technically complex project you led. What was your approach to ensuring its success?

Areas to Cover

The technical complexity involved
How they guided the team through technical challenges
Their approach to technical decision-making
How they balanced technical guidance with empowering the team
The outcome of the project and lessons learned

Possible Follow-up Questions

How did you approach technical disagreements within the team?
How did you ensure quality while meeting deadlines?
What would you do differently if you could do this project again?
How did you balance your technical input with allowing the team to make decisions?

Describe your experience hiring and building engineering teams. What's your approach to finding and developing great engineers?

Areas to Cover

Their hiring philosophy and process
How they evaluate technical and cultural fit
Their approach to developing new and existing team members
Strategies they've used to build diverse teams
Challenges they've faced in hiring and how they've addressed them

Possible Follow-up Questions

How do you evaluate candidates beyond technical skills?
What strategies have you found effective for building diverse teams?
How do you onboard new engineers for success?
Tell me about a time you made a hiring mistake and what you learned from it.

Tell me about a time you had to transform or significantly improve an engineering team or process. What was the situation and what did you do?

Areas to Cover

The initial state and why change was needed
Their approach to diagnosing issues
How they developed and implemented the change
How they handled resistance or challenges
The outcomes and impact of the transformation

Possible Follow-up Questions

How did you gain buy-in for the changes you wanted to make?
What metrics did you use to measure success?
What obstacles did you encounter and how did you overcome them?
What would you do differently if you faced a similar situation again?

How has your approach to engineering management evolved throughout your career?

Areas to Cover

Key learning moments or shifts in their leadership style
How they've adapted to different team sizes or organizational contexts
Changes in how they balance technical work vs. people management
Evolution in how they handle challenging situations
Areas where they're still working to improve

Possible Follow-up Questions

What's been the most significant change in your management style?
What's been the hardest lesson you've learned as a manager?
How has your approach to technical guidance changed?
What aspect of management are you currently working to improve?

Interview Scorecard

Leadership Growth

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of growth or adaptation as a leader
2: Some growth in management approach but may lack reflection or deliberate development
3: Clear evidence of thoughtful evolution in leadership approach based on experience
4: Exceptional growth trajectory with sophisticated understanding of their own leadership development

Team Development

0: Not Enough Information Gathered to Evaluate
1: Limited focus on or success with developing team members
2: Basic approach to team development with some successes
3: Strong track record of developing teams and individuals with clear examples
4: Exceptional ability to transform teams with impressive results and innovative approaches

Technical Leadership

0: Not Enough Information Gathered to Evaluate
1: Struggles to effectively guide technical decisions or balance technical depth
2: Provides basic technical guidance but may lack depth or impact
3: Successfully guides technical direction while empowering the team
4: Exceptional technical leadership with significant impact on product quality and team growth

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Rigid approach or difficulty adapting to different situations
2: Some ability to adapt but may struggle with significant changes
3: Successfully adapts approach to different teams and organizational contexts
4: Highly adaptable with proven success across diverse situations and challenges

Building a high-performing engineering team with low turnover and high engagement

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on team management history
2: Likely to Partially Achieve Goal with some team development successes
3: Likely to Achieve Goal with proven team-building experience
4: Likely to Exceed Goal with exceptional track record of building high-performing teams

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on project delivery history
2: Likely to Partially Achieve Goal with mixed project delivery results
3: Likely to Achieve Goal with strong project delivery record
4: Likely to Exceed Goal with outstanding project delivery across complex situations

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited process improvement history
2: Likely to Partially Achieve Goal with some process improvement experience
3: Likely to Achieve Goal with successful process improvement examples
4: Likely to Exceed Goal with transformative process improvements

Fostering cross-functional collaboration that results in better product outcomes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited cross-functional experience
2: Likely to Partially Achieve Goal with some collaborative successes
3: Likely to Achieve Goal with strong cross-functional collaboration history
4: Likely to Exceed Goal with exceptional stakeholder management track record

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with primarily tactical focus in past roles
2: Likely to Partially Achieve Goal with some strategic contributions
3: Likely to Achieve Goal with clear strategic impact in previous roles
4: Likely to Exceed Goal with significant strategic influence and vision

Final Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

People Leadership Competency Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's people leadership capabilities, which are critical for success as an Engineering Manager. The goal is to understand their approach to developing engineers, managing team dynamics, and creating an environment where people can do their best work. Pay special attention to their management philosophy, how they handle difficult situations, and their ability to adapt their approach to different individuals. Look for concrete examples and evidence of self-reflection rather than theoretical approaches.

Directions to Share with Candidate

In this interview, we'll focus on your approach to people leadership, which is a critical aspect of the Engineering Manager role. I'll ask questions about how you've handled various situations related to team management, development, and culture. Please share specific examples from your experience, including the context, your actions, and the outcomes. I'm interested in both your successes and challenges, as they help me understand your leadership approach.

Interview Questions

Tell me about your approach to developing engineers on your team. Can you share a specific example of how you've helped someone grow significantly? (People Management)Areas to Cover

Their overall philosophy on developing team members
Specific methods they use (mentoring, stretch assignments, feedback, etc.)
How they tailor development to individual needs
How they measure growth and progress
The specific example they provide - actions taken and results

Possible Follow-up Questions

How do you identify areas where team members need to grow?
How do you handle team members who are resistant to feedback?
How do you balance immediate project needs with long-term development?
What's your approach to developing senior versus junior engineers?

Describe a situation where you had to address performance issues with a team member. How did you approach it? (People Management)Areas to Cover

How they identify and evaluate performance issues
Their approach to difficult conversations
Specific actions they took to address the situation
How they balanced empathy with accountability
The outcome of the situation and lessons learned

Possible Follow-up Questions

How do you prepare for difficult conversations?
How do you ensure you're being fair in your assessment?
What have you learned about handling performance issues over time?
How do you determine when it's time to move to a formal performance improvement plan?

Tell me about a time when there was significant conflict or disagreement within your team. How did you handle it? (Communication)Areas to Cover

The nature of the conflict and its impact on the team
How they assessed the situation
Their approach to facilitating resolution
How they balanced hearing different perspectives with moving forward
The outcome and any lasting impact on team dynamics

Possible Follow-up Questions

How do you create an environment where healthy disagreement is encouraged?
How do you handle situations where you might be part of the conflict?
What's your approach when conflicts involve personal rather than professional issues?
How do you know when to step in versus letting the team resolve issues themselves?

Describe how you've fostered collaboration between your engineering team and other departments (product, design, etc.). (Communication, Strategic Thinking)Areas to Cover

Their approach to cross-functional relationships
Specific structures or processes they've implemented
How they handle conflicts or misalignments between departments
How they ensure engineers understand business context
Examples of successful collaboration they've facilitated

Possible Follow-up Questions

How do you handle situations where engineering priorities conflict with other departments?
How do you ensure engineers have appropriate input into product decisions?
What challenges have you faced in cross-functional collaboration and how did you address them?
How do you measure the success of cross-functional collaboration?

Tell me about a time when you had to make an unpopular decision that affected your team. How did you handle it? (Strategic Thinking, Problem Solving)Areas to Cover

The context and why the decision was necessary
How they gathered input and made the decision
Their approach to communicating the decision
How they handled resistance or pushback
The ultimate outcome and lessons learned

Possible Follow-up Questions

How do you balance involving the team in decisions versus making the call yourself?
How do you maintain team trust when making difficult decisions?
In retrospect, would you have approached the situation differently?
How do you evaluate when a decision should be collaborative versus directive?

How do you approach building and maintaining team culture, especially through periods of change or pressure? (People Management, Strategic Thinking)Areas to Cover

Their philosophy on engineering culture
Specific practices they've implemented
How they maintain culture during challenging times
How they assess and improve culture
Examples of culture-building successes or challenges

Possible Follow-up Questions

How do you ensure culture is both high-performing and supportive?
How have you handled situations where team culture was negatively impacted?
How do you balance maintaining culture with bringing in new perspectives?
How do you ensure remote or distributed team members are fully included in the culture?

Interview Scorecard

People Management

0: Not Enough Information Gathered to Evaluate
1: Ineffective in developing teams or handling difficult management situations
2: Basic management skills with some success but limited sophistication
3: Strong track record of developing people and handling management challenges
4: Exceptional people manager with innovative approaches and impressive results

Communication

0: Not Enough Information Gathered to Evaluate
1: Ineffective at facilitating difficult conversations or mediating conflicts
2: Basic communication skills but may struggle with complex situations
3: Strong communicator who effectively navigates difficult conversations
4: Outstanding communication skills with ability to transform team dynamics through effective facilitation

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Tactical focus with limited ability to connect team work to larger goals
2: Some strategic awareness but may lack depth in business context
3: Clear strategic approach with ability to align team with business objectives
4: Exceptional strategic mindset with proven ability to drive organizational impact through team

Problem Solving

0: Not Enough Information Gathered to Evaluate
1: Simplistic approach to management challenges with limited effectiveness
2: Basic problem-solving skills but may miss underlying issues
3: Thoughtful, structured approach to complex people and management challenges
4: Exceptional problem solver who addresses root causes with innovative solutions

Building a high-performing engineering team with low turnover and high engagement

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on team management approach
2: Likely to Partially Achieve Goal with some team leadership abilities
3: Likely to Achieve Goal with strong people development approach
4: Likely to Exceed Goal with exceptional team-building philosophy and tactics

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on team leadership approach
2: Likely to Partially Achieve Goal with basic project leadership skills
3: Likely to Achieve Goal with effective team direction and prioritization
4: Likely to Exceed Goal with outstanding ability to motivate and align teams

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited process improvement focus
2: Likely to Partially Achieve Goal with some team improvement initiatives
3: Likely to Achieve Goal with proven ability to optimize team function
4: Likely to Exceed Goal with transformative approaches to team processes

Fostering cross-functional collaboration that results in better product outcomes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited cross-functional focus
2: Likely to Partially Achieve Goal with basic collaboration approaches
3: Likely to Achieve Goal with strong cross-functional partnership skills
4: Likely to Exceed Goal with exceptional ability to create collaborative environments

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with primarily tactical team focus
2: Likely to Partially Achieve Goal with some strategic orientation
3: Likely to Achieve Goal with ability to connect team work to strategy
4: Likely to Exceed Goal with exceptional strategic leadership capabilities

Final Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Executive Leadership Interview (Optional)

Directions for the Interviewer

This interview is for senior leadership to assess the candidate's potential impact on the organization beyond their immediate team. Focus on their strategic thinking, alignment with company values, and ability to influence across the organization. This interview helps determine if the candidate will be a strong addition to the broader leadership team. Look for evidence of their ability to balance tactical execution with strategic vision, and assess their potential cultural impact on the engineering organization.

Directions to Share with Candidate

In this conversation, we'll focus on your broader impact as an engineering leader. I'm interested in understanding your approach to engineering strategy, organizational impact, and leadership philosophy. This helps us assess not just how you'll lead your immediate team, but how you'll contribute to [Company]'s overall success. Feel free to draw on examples from your experience that demonstrate your thinking in these areas.

Interview Questions

How do you approach developing and implementing engineering strategy? Can you share an example of a strategic initiative you championed? (Strategic Thinking)Areas to Cover

Their approach to developing long-term technical vision
How they balance immediate needs with strategic direction
Their process for getting buy-in on strategic initiatives
How they measured the success of their example
Their ability to adapt strategy as conditions change

Possible Follow-up Questions

How do you ensure strategy aligns with business goals?
How do you communicate strategic direction to different audiences?
How do you handle resistance to strategic changes?
What did you learn from initiatives that didn't go as planned?

Tell me about a time you influenced significant change outside your direct team. How did you approach it? (Communication, Strategic Thinking)Areas to Cover

How they identify opportunities for broader influence
Their approach to building alliances and support
Methods they use to drive change without direct authority
How they overcame resistance or obstacles
The ultimate impact of the change

Possible Follow-up Questions

How do you build relationships with other leaders to facilitate influence?
How do you tailor your approach to different stakeholders?
What's the most challenging cross-organizational change you've led?
How do you measure the success of these broader initiatives?

How do you balance delivering immediate results with making investments for the future? (Strategic Thinking, Problem Solving)Areas to Cover

Their framework for prioritization
How they make trade-off decisions
Their approach to advocating for long-term investments
How they communicate these balances to different stakeholders
Examples of how they've navigated these tensions

Possible Follow-up Questions

How do you make decisions when short-term and long-term priorities conflict?
How do you help your team understand and support these trade-offs?
How have you handled pressure to compromise on long-term investments?
How do you measure success of long-term investments?

What do you see as the biggest challenges facing engineering organizations today, and how would you address them? (Strategic Thinking)Areas to Cover

Their understanding of industry trends and challenges
The depth of their thinking about engineering challenges
Their approach to solving complex organizational problems
How they balance ideal solutions with practical realities
Their vision for modern engineering organizations

Possible Follow-up Questions

How would you apply these insights to our specific context?
How have you addressed these challenges in previous roles?
How do you stay current with evolving technical and organizational practices?
What unsuccessful approaches have you seen organizations take to these challenges?

How would you describe your leadership philosophy, and how has it evolved throughout your career? (People Management)Areas to Cover

Their core leadership values and approaches
How they've grown and adapted as a leader
Self-awareness about their strengths and areas for growth
How they apply their philosophy in different contexts
Examples that demonstrate their philosophy in action

Possible Follow-up Questions

What experiences have most shaped your leadership approach?
How do you adapt your leadership style to different team members or situations?
What aspects of your leadership are you currently working to develop?
How do you help develop other leaders within your organization?

How do you think about building and evolving engineering culture? (People Management, Strategic Thinking)Areas to Cover

Their vision for healthy engineering culture
Specific approaches they've used to shape culture
How they address cultural challenges or misalignments
How they balance maintaining culture with evolution
Examples of cultural impact they've had

Possible Follow-up Questions

How do you assess engineering culture?
How do you handle situations where culture needs to change?
How do you ensure culture scales as the organization grows?
How do you balance cultural consistency with team autonomy?

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Limited strategic perspective with primarily tactical focus
2: Basic strategic thinking but may lack depth or long-term orientation
3: Clear strategic vision with thoughtful approach to long-term direction
4: Exceptional strategic thinker with innovative vision and practical implementation

Organizational Influence

0: Not Enough Information Gathered to Evaluate
1: Limited ability to influence beyond direct team
2: Some success with broader influence but may struggle with complex situations
3: Effective at building alliances and driving cross-organizational change
4: Outstanding ability to influence at all levels with significant organizational impact

Leadership Philosophy

0: Not Enough Information Gathered to Evaluate
1: Underdeveloped leadership philosophy or misalignment with company values
2: Basic leadership approach that shows some maturity but limited reflection
3: Well-developed leadership philosophy with clear values and self-awareness
4: Exceptional leadership approach with sophisticated understanding of organizational dynamics

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business context and engineering's role
2: Basic business understanding but may struggle connecting technical and business priorities
3: Strong business acumen with clear ability to connect engineering to company objectives
4: Sophisticated business understanding with ability to drive competitive advantage through engineering

Building a high-performing engineering team with low turnover and high engagement

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on leadership approach
2: Likely to Partially Achieve Goal with some leadership capabilities
3: Likely to Achieve Goal with strong leadership philosophy
4: Likely to Exceed Goal with exceptional ability to build and inspire teams

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on strategic approach
2: Likely to Partially Achieve Goal with basic execution capabilities
3: Likely to Achieve Goal with balanced strategic and tactical focus
4: Likely to Exceed Goal with outstanding ability to drive execution at scale

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited focus on organizational systems
2: Likely to Partially Achieve Goal with some process improvement vision
3: Likely to Achieve Goal with clear approach to engineering excellence
4: Likely to Exceed Goal with transformative vision for engineering practices

Fostering cross-functional collaboration that results in better product outcomes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with limited cross-functional perspective
2: Likely to Partially Achieve Goal with some collaborative approach
3: Likely to Achieve Goal with strong cross-organizational mindset
4: Likely to Exceed Goal with exceptional ability to break down silos

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal with disconnected technical vision
2: Likely to Partially Achieve Goal with basic strategic alignment
3: Likely to Achieve Goal with clear business-aligned technical vision
4: Likely to Exceed Goal with industry-leading technical strategy capabilities

Final Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed. Specifically, review the essential behavioral competencies and desired outcomes for the Engineering Manager role.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.

Scores and interview notes are important data points but should not be the sole factor in making the final decision. The discussion should focus on the candidate's ability to perform in the role and their potential impact on the team and organization.

Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Question: Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Question: Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Question: Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Question: Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

Question: If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

Question: What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for Conducting Reference Checks

Reference checks are a critical part of validating what you've learned during the interview process and gaining additional insights about the candidate. For an Engineering Manager, references can provide valuable information about leadership style, team impact, and technical credibility.

Focus on speaking with former managers, peers, and direct reports to get a comprehensive view of the candidate's abilities. Prepare by reviewing interview notes and identifying specific areas you want to learn more about.

When contacting references, explain the role the candidate is being considered for and why their insights are valuable. Establish rapport before diving into specific questions, and assure them that their feedback will be handled confidentially.

Listen carefully for both what is said and what isn't said. Note tone, hesitations, and enthusiasm levels. Follow up on vague responses to get specific examples.

Remember that the goal is to gain objective information about the candidate's past performance as a predictor of future success, not just to confirm your hiring decision.

Questions for Reference Checks

Could you describe your working relationship with [Candidate] and in what context you worked together?

Guidance for interviewer

Understand the reference's perspective and how directly they worked with the candidate
Note the time period and circumstances of their relationship
Assess how well the reference actually knows the candidate's work and management style
Listen for enthusiasm or hesitation in how they describe the relationship

What would you say are [Candidate]'s greatest strengths as an engineering leader?

Guidance for interviewer

Listen for alignment with the key competencies you're looking for
Ask for specific examples that demonstrate these strengths
Note whether they mention technical leadership, people management, or both
Pay attention to how enthusiastic and specific the reference is in their response

Can you tell me about a significant project or initiative that [Candidate] led? What was their approach and what was the outcome?

Guidance for interviewer

Look for evidence of their project management and leadership abilities
Ask about their technical contributions and decision-making
Understand how they worked with their team to achieve results
Inquire about challenges they faced and how they overcame them

How would you describe [Candidate]'s approach to developing and managing their team?

Guidance for interviewer

Listen for specific examples of how they helped team members grow
Understand their approach to performance management and tough conversations
Ask about team culture and morale under their leadership
Inquire about any turnover or retention issues and how they were handled

Can you describe a situation where [Candidate] faced a significant challenge or conflict? How did they handle it?

Guidance for interviewer

Look for evidence of problem-solving and resilience
Understand how they handle pressure and difficult situations
Ask about their approach to conflict resolution
Note whether they take ownership of problems or tend to blame others

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had the opportunity? Why?

Guidance for interviewer

Pay close attention to both the rating and the explanation
Anything below an 8 warrants further exploration
Ask what would have made it a higher number
Listen for specific examples that support their rating

Is there anything else you think I should know about [Candidate] that would help us make our decision?

Guidance for interviewer

This open-ended question often yields valuable insights
Listen for any hesitations or areas the reference has avoided discussing
If the reference has been overly positive, gently probe for development areas
Pay attention to any warnings or concerns, even if subtle

Reference Check Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Significant concerns about leadership approach or effectiveness
2: Mixed feedback with some concerns about leadership capabilities
3: Consistently positive feedback about leadership effectiveness
4: Exceptional leadership impact with strong endorsements from references

Technical Credibility

0: Not Enough Information Gathered to Evaluate
1: Limited technical depth or ability to provide technical direction
2: Adequate technical skills but not seen as a strong technical leader
3: Strong technical credibility with proven ability to guide technical decisions
4: Outstanding technical leadership with significant impact on product quality

Team Development

0: Not Enough Information Gathered to Evaluate
1: Limited focus on or success with developing team members
2: Basic approach to team development with mixed results
3: Strong track record of developing engineers and teams
4: Exceptional ability to build and develop high-performing teams

Problem Solving and Resilience

0: Not Enough Information Gathered to Evaluate
1: Struggles with complex problems or difficult situations
2: Handles routine challenges but may struggle with significant issues
3: Effectively addresses complex problems with a thoughtful approach
4: Exceptional problem solver who thrives in challenging situations

Building a high-performing engineering team with low turnover and high engagement

0: Not Enough Information Gathered to Evaluate
1: References suggest significant challenges with team building
2: Mixed feedback on team performance and engagement
3: Consistent positive feedback on team leadership and culture
4: Outstanding testimonials about exceptional team building abilities

Leading successful delivery of engineering projects on time and within scope

0: Not Enough Information Gathered to Evaluate
1: References indicate issues with project delivery or execution
2: Mixed track record on project delivery according to references
3: Strong testimonials about successful project execution
4: Exceptional feedback about outstanding delivery track record

Establishing and improving engineering processes that increase efficiency and quality

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of process improvement from references
2: Some process improvements mentioned but with limited impact
3: Clear examples of meaningful process improvements
4: Strong testimonials about transformative process enhancements

Fostering cross-functional collaboration that results in better product outcomes

0: Not Enough Information Gathered to Evaluate
1: References suggest challenges with cross-functional relationships
2: Mixed feedback on collaborative abilities
3: Positive feedback on cross-functional partnership skills
4: Outstanding testimonials about exceptional collaborative leadership

Contributing to technical strategy that aligns with company goals

0: Not Enough Information Gathered to Evaluate
1: References suggest limited strategic impact
2: Some strategic contributions mentioned but with limited scope
3: Clear examples of meaningful strategic contributions
4: Strong testimonials about exceptional strategic leadership

Frequently Asked Questions

What qualities should I prioritize when hiring an Engineering Manager?

Look for a balance of technical credibility and people leadership skills. The ideal candidate should have enough technical depth to guide architectural decisions and help solve complex problems, but also excel at developing, motivating, and managing people. Strong communication skills, the ability to think strategically, and a track record of successful project delivery are also crucial. Consider using our how to raise the talent bar article for additional insights.

Should I prioritize technical depth or management experience for this role?

It depends on your team's specific needs, but generally you want someone with enough technical credibility to earn the respect of engineers while primarily focusing on management responsibilities. For a team working on highly complex technical problems, you might lean more toward technical depth. For a team that needs significant development or is experiencing interpersonal challenges, management skills might be more important. The best candidates will have both, though the balance may vary.

How can I assess if a candidate will mesh well with our engineering culture?

Focus on how they've shaped culture in previous roles and what values they emphasize. Ask about their approach to collaboration, communication, quality, and innovation. Consider having them meet with potential team members to gauge rapport. Look for alignment with your core values, but also consider where respectful differences might actually strengthen your culture. Candidates who ask thoughtful questions about your culture often show they value cultural fit as well.

What red flags should I watch for when interviewing Engineering Manager candidates?

Watch for candidates who can't provide specific examples of developing team members, managing conflicts, or delivering successful projects. Be cautious of those who take full credit for team successes but blame failures on others. Other red flags include inability to discuss technical concepts clearly, lack of curiosity about your company and challenges, poor listening skills, or inconsistency in their narrative across different interviews.

How should I adjust my assessment for candidates coming from different company sizes or industries?

Focus on the core competencies needed for success rather than specific industry experience. Candidates from larger companies may have more specialized experience but less exposure to the full development lifecycle, while those from smaller companies might have broader but less structured experience. Assess their adaptability and learning agility alongside their past experience. Consider how their unique background might actually bring valuable new perspectives to your team.