Final round of interview: 23 Questions You Can Expect in a Final Interview

23 Questions You Can Expect in a Final Interview

A final interview is generally the last interview you will encounter before learning whether a company has decided to make you an offer of employment. At this stage, you’ve likely had several other types of interviews, such as with a hiring manager or about your technical skills. 

When you make it to the final interview, you are usually among the top candidates. Of those remaining, you may be comparably experienced or skilled. Companies tend to use final interviews to ask any remaining questions and determine who among the finalists would be the best fit for the role, the team, and the company. That’s why it’s so important to prepare for a final interview as you would any other interviews you’ve participated in. 

Let’s go over what a final interview typically entails, the questions you can expect, and how you can best prepare.   

What is a final interview? 

A final interview is not a guarantee that you’ll get the offer. Instead, it usually means you’re among the final two to five candidates, and the company has dedicated time to narrowing down their options. 

Each company’s interview process differs. The number and kinds of interviews you participate in will typically depend on the size of the company and the role you’re applying for. For instance, an entry-level candidate may not have as many interviews to complete as a senior-level candidate. 

Who is a final interview with? 

By the final interview, you will likely meet with the hiring manager once again or with a member of a company’s leadership or executive team, such as the vice president or CEO.  

When you have a final interview, a recruiter, coordinator, or company representative should tell you who it’s with and how long it will last. You should feel comfortable asking for details about the focus of your final conversation. Knowing what to expect, as much as possible, can help you prepare more specifically.  

23 final interview questions 

We’ve grouped the questions you may encounter in a final interview into two sections: meeting with someone new and meeting with the hiring manager. Depending on the scenario you’ll face, either section is meant to help you prepare and practice.

Learn more: 11 Interviewing Skills to Benefit Your Career

10 questions when you’re meeting with someone new 

There are times when you will meet with someone new as part of your final interview. Small companies may want you to meet with their CEO, while larger companies may want you to meet with a senior department leader, such as the director of marketing. 

There’s a possibility that you will be asked questions you’ve already answered during your interview process. In that case, vary your answers as much as possible. Teams will likely meet to discuss each candidate before extending an offer. While repeating your answers isn’t necessarily a problem, it can be beneficial to highlight the variety of your experience by sharing different examples, anecdotes, and answers. 

Questions about your process

When meeting with someone new during a final interview, you may be asked situational questions related to the role so your interviewer can learn more about how you would handle different hypothetical events.  

When crafting your answers, it can help to use the STAR method (Situation, Task, Action, Result). Share stories that describe a situation, your role, the action you took, and the results you achieved. 

1. What could we do to improve X? 

2. What’s more important: Delivering a project on time and “good enough” or delaying a project until it’s perfect? 

3. Tell me about a time when you worked with a difficult stakeholder. How did you handle them?  

4. What do you think would be the biggest challenge if you got this job?

Questions about your habits

Over time, you will develop work habits to help you effectively handle your responsibilities. An interviewer may ask you about those processes. Share what’s worked for you in the past, and ask your interviewer about how the company approaches things in case there’s an opportunity to align your approach with theirs.  

5. How do you prioritize competing deadlines? 

6. Do you like working collaboratively or independently?

7. How do you stay motivated? 

Questions about your interest

Questions about why you want the job come up often throughout the interview process. Think about what you’ve learned about the role and the company throughout the interview process, along with what impressed you, and add to the reasoning you’ve already provided. 

8. What are you looking for in your next career move?

9. What interested you in working here? 

10. Why did you apply for this role?  

10 questions if you’re meeting with the hiring manager

During the interview process, you will likely meet with the hiring manager. During the final interview, you may speak with them once again as they continue building on the questions they’ve already asked you.  

Questions about you and your work style 

A hiring manager may spend a portion of your final interview asking you behavioral questions to understand more about you and how you work. These questions can pertain to skills such as problem-solving, communication, organization, and the kind of team member you’d potentially be.   

1. How do you stay organized? 

2. How do you respond to feedback? 

3. Was there ever a time when you identified a problem? How did you resolve it? 

4. Tell me about a time you had to collaborate and faced communication challenges with your team? 

Questions about your technical skill set

If you haven’t already had to answer technical interview questions about the tools or software you use often, then a hiring manager may use the final interview to get that information. Discuss what you know and ask about the tools they use and how they train new employees. 

5. What tools do you use to do your job?

6. What tools do you use to stay organized? 

7. How do you go about learning new software? 

Questions about your needs

Every employee requires different things to be successful. A hiring manager may want to know what you need and whether they’re set up to help you get it. Answer honestly to determine whether this company will be a good fit for you and not just the other way around. You can also flip these questions back around and ask the hiring manager to learn more about culture, management style, and more. 

8. How do you like to be managed?

9. How do you prefer to receive feedback? 

10. What type of work environment do you most enjoy? In-person or remote?

3 logistical final interview questions

While not every final interview goes over details like salary and start date (many interview processes begin with these questions during a phone screen), you may find that the person you meet with wants to clarify these points. Do your research in advance to learn about the market rate for your role and experience and when you might be able to start with them if offered the job. Learn more about how to negotiate your salary.

1. What are your salary expectations?

2. Are you currently interviewing with any other companies?  

3. When would you be able to start? 

Tips for preparing for a final interview 

While it might seem unnecessary to prepare for a final interview because you’ve likely already answered many common interview questions, it’s imperative because a job offer is not guaranteed. Much like you would prepare for any other interview, you should conduct research and review your unique career story. 

Use the tips below to help you prepare as specifically as possible: 

Not sure what to ask at the end of an interview? We’ve got you covered with the following tips.

• 15 Insightful Questions to Ask a Hiring Manager

• 5 Unique Interview Questions to Ask Employers

• 30 Career-Focused Questions to Ask in an Interview

• Questions to Ask at the End of an Interview 

Explore further 

Want to polish your interview skills? Learn more about interviews, such as conducting research on a company and making a positive first impression, with the University of Maryland’s Successful Interview course. Enroll today for free. 

Or, if you’re looking for ways to strengthen your skill set and resume, explore Professional Certificates from industry leaders such as Google, Meta, IBM, Salesforce, and more on Coursera. In six to seven months, you can develop career-ready skills in several high-demand areas. 

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Situational Interview Questions: Definition + How to Prepare

Hiring managers use situational interview questions to ask potential employees to describe how they would face a common workplace challenge, such as being paired with a difficult co-worker or dealing with an unhappy customer.

Though some might find them daunting, situational interview questions can offer job seekers a valuable opportunity to showcase their thought processes and problem-solving skills in a job interview. 

In this article, you will learn how situational interview questions differ from other kinds of interview questions, how to answer them, and review five common situational interview questions. By the end of this piece, you could have a clear understanding of how to answer situational questions and make a good impression. 

Situational vs. behavioral interview questions 

Despite sharing many similarities, situational interview questions and behavioral interview questions are not the same. Situational interview questions ask interviewees to explain how they would react to hypothetical questions in the future, while behavioral interview questions ask interviewees to explain how they have dealt with actual situations in their past. 

As a result, situational interview questions will allow you to paint a picture of how you might deal with a hypothetical situation that you’ve never experienced, while a behavioral interview question will require you to reach into your past and present a real-world example. 

Despite these differences, you can answer a situational interview question with the same answer you might give to a behavioral question. For example, if an interviewer asks you how you would deal with a difficult customer, then you might describe how you dealt with one in a prior position. 

The following example highlights the differences between the two types of interview questions:

	Situational interview	Behavioral interview
Example question	“How would you go about communicating unpleasant news to your team?”	“Describe a time when you effectively communicated unpleasant news or a difficult idea. ”
Example answer	“While my exact response would depend on the sensitivity of the subject, in most cases I would be as transparent as possible with the team in a group meeting. Before the meeting, I would prepare my remarks and answer any critical questions. I’d set a firm date in the future for us to talk about the topic again. I’ve found that being as honest and clear as possible is what keeps things stable during unstable moments.	“In my last position, I had to inform the team that the company was making cutbacks. I got the team together and informed everyone that the company was having to layoff some team members. I knew it would be difficult, so we had created exit packages in advance for everyone. Then, I met with each employee and informed them of their employment status. When it was over, I made sure to keep in contact with those who had been fired and suggested some of them to my contacts elsewhere. The result was that I was able to calm some of the bad feelings as we transitioned to a new team environment. It was challenging, but we recovered and were able to rehire some of the team back later.”

Read: 21 Key Behavioral Interview Questions to Help You Prepare

How to answer situational interview questions

You can’t always predict what situational interview question you will be asked, but you can prepare for whatever is thrown your way by familiarizing yourself with the STAR interview method. 

STAR stands for situation, task, action, and result. The STAR interviewing method allows you to tell a story to your interviewer by focusing your answer on the steps you would take to address a specific situation and achieve a concrete outcome. 

Let’s take a look at each part of the STAR method:  

• Situation: the unique circumstances in which you find yourself in your job. In the work world, the situation is as much informed by the professional environment as the dynamic of the individuals involved, whether it be co-workers, customers, or management.   

• Task: the central issue or problem that you need to face in the situation. The task is both your work goal and also the goal you have in the situation. For example, while the work goal might be to complete a project, the situational goal might be to find a way to work well with a difficult coworker. 

• Result: the projected outcome of your actions on both the situation and the task. The result should be a positive outcome that clearly demonstrates your value to the employer, their team, and their work environment. 

Situational interview questions test your ability to understand the unique stakes that define different hypothetical work situations. By using STAR, you will be able to keep your answers focused and impactful, while confidently showcasing your people and communication skills. 

5 common situational interview questions 

Hiring managers like situational interview questions because they show that you can quickly think on your feet when facing tricky work situations that have no clear-cut solution. Below you will find five common situational interview questions followed by sample answers to guide you as you practice answering them. 

1. How would you deal with an employee you are managing that is producing work that doesn’t meet expectations? 

This question is asking you to consider a common situation in which an employee you are managing isn’t producing work that’s up to standard. Here, you need to flex your interpersonal (“soft”) skills to figure out why the employee is struggling and practice assertive communication to confidently direct them toward a solution that works for all parties. 

When answering this question, emphasize your willingness to get to the root cause of the matter, rather than simply offering a one-size-fits-all approach. While in some cases the employee could just be ill-suited for their job, it is more likely that there is a deeper problem, such as a personal life issue or even an organizational work problem. Use this question as an opportunity to showcase your willingness to really step into a leadership role and offer sound guidance to one of your own employees.  

Example answer

“Problems can show up for many reasons, so my first step would be to simply have an honest conversation with the employee and see what is going on. If they were hired, then they likely are well qualified for the job, so I would talk with them to figure out (1) what’s the issue and (2) what we can do to support them and find a solution. 

If the problem is something at home, such as normal parental stress, then I would help them make a schedule that worked for them. If the problem was the work environment, I would create the structure they need to be productive. 

Happy and supported employees create a productive work environment.”

2. What would you do if a solution you worked on was criticized and rejected by the team?

This question is asking you to reflect on feedback you received in the workplace. While it can sometimes be difficult to deal with criticism, it is also a necessary part of many jobs. As a result, hiring managers ask this question to gain insight into how you would deal with criticism directed at your own work. Would you push back, simply say nothing, or take a more proactive approach that incorporates feedback? 

In most cases, it’s likely best to simply take feedback in stride and accept it when it comes your way. Rather than seeing criticism as a setback, use this answer to emphasize that you would see it as an opportunity to really improve either your idea or your presentation of it. 

Example answer

“While many people find criticism difficult, I actually find it very helpful. The first thing I would do if the team rejected my idea would be to reflect on their feedback and take it on board. That’s the first step to improving anything. In some cases that might mean putting it aside and moving on. In others, though, it might mean changing something about my project or how I present it. Ultimately, whatever I do would be for the benefit of our overall objectives.” 

3. You’re assigned an important project but have to work on it with a difficult team member. What do you do?

This question is asking you to reflect on how you would maneuver a fraught relationship with a coworker when you need to work toward a deliverable goal at work. Interviewers ask this question because they want to get an understanding of how you deal with interpersonal difficulties, especially when simultaneously confronted by an impending deadline. 

When answering this question, highlight the proactive steps you would take to deal with interpersonal conflict in a calm and strategic manner. Rather than emphasizing the failing of your hypothetical coworker, keep your tone positive and focus on the actions you would take to diffuse tension. 

Example answer

“In the event I had to work with a difficult coworker, I would keep my attention on the long-term goal and find a way for us to work together. In some cases, that might mean me setting aside time to hash out our differences through a calm, measured conversation. But, if it really felt like we couldn’t work productively together, then I would determine a way for us to work separately and then combine our work at different stages. I’ve found that being clear with each other and creating space is an effective way to accommodate different personality types while meeting team goals. ” 

4. How would you deal with an upset or angry customer? 

This question is asking you to consider how you would handle one of the most common customer service scenarios: an upset customer dealing with a problem. Interviewers ask this question because they want to know if you have the temperament to be the public face of the company to their core clientele. 

When answering this question, highlight your ability to diffuse tense situations by speaking calmly to others, offering useful guidance, and practicing active listening. In particular, you should emphasize that you always maintain a positive attitude and never descend into frustration. 

Example answer

“I’ve encountered this situation many times in former roles. Usually, I find that the best approach is to speak in a calm and measured manner, while also making sure to really listen to the customer. Sometimes, when others are frustrated, they have difficulty articulating themselves, so I practice active listening to really understand what they need help with. Then, I direct them to the best place to get help, if I can’t give it myself. This ensures that they leave feeling helped and happy – much better than when they came to me!”

5. Imagine you are working on a project and realize that a mistake was made early on that will impact your ability to meet the deadline. What would you do? 

This question is asking you to describe how you go about rectifying mistakes you have made when working on a project. Are you the kind of person who will brush it under the rug or own up to it and find a real way to resolve it? 

When answering this question, you should highlight your ability to self-reflect on a problem and own up to any mistakes that you have made. Rather than just ruminating on mistakes, though, this question encourages you to describe the proactive steps you would take to solve a problem and ensure all the relevant stakeholders have key information, such as whether a deadline has changed or if you can find a way to meet it.  

Example answer

“If I realized I had made a mistake and it impacted an important deadline, then I would immediately tell all those potentially impacted by it. The first step to readjusting is to make sure everyone is on the same page – I don’t want the team to be caught off guard by my mistake. 

The next step I would take is to see if I could change anything to help me meet my deadline. Maybe that means asking for help from a colleague or changing my own personal approach to the project. Ultimately, I’d do whatever was necessary to make sure others weren’t impacted by my own mistakes.“

Get ready for your next interview

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Final interview with the manager: how to prepare the applicant

Each company has its own characteristics of the interview, and it may include several stages. Among them may be an interview with the manager, if we are talking about a key employee or top position. For many applicants, this stage causes the most difficulties. The task of the recruiter is to make the communication between the manager and the applicant as comfortable as possible for both parties. If your candidate is going to have a conversation with top management, the recommendations below will definitely come in handy!

At different stages and for different positions, final interviews may be provided, on which the future of the applicant in the company depends.

For example, this could be an interview with a department head/line manager, security officer, head of HR, CEO, business owners, etc.

As a rule, candidates who will often or constantly interact with top officials are invited to such meetings – department heads who will report directly to the CEO, employees of priority, key or new areas, personal secretaries and assistants, etc. If the result of hiring is a successful interview with the CEO, it is better to inform the applicant about this immediately.

Preparing a candidate: giving theory and strengthening with practice

Why is the interview with the manager given such special attention? Well, firstly, because it is the leader. And the candidates who come to him are the area of ​​responsibility that forms the reputation of a recruiter or HR manager. Secondly, a meeting with a manager can leave a bad impression on both sides, or vice versa, go great (synonymous with “closed vacancy.” To get your candidate into the second category, “theory” will not interfere with the interview, namely:

1. try to give the candidate more primary data about the company: advise them to study the corporate website, the company’s public strategy, read articles and press releases. Because for any leader, his business is pride, a brainchild, an achievement. Therefore, he will definitely react more favorably to a candidate who is also interested in the company and already has a good idea about it;
2. help the candidate “dig” deeper: offer to read analytics, reviews, industry development trends, forecasts;
3. introduce “in absentia” to the manager: provide the full name, outline the leadership style, management approach, value system and negotiating manners. If the top has some specific features, it is better to immediately warn the candidate what to expect.

Of course, highly qualified specialists can do very well without “cheat sheets” at the interview. And yet, it often happens that a first-class pro in his field has difficulties with self-presentation, may seem withdrawn or vice versa – too active. A recruiter or HR can definitely iron out the rough edges at this stage.

Of course, if the candidate does not mind, you can work “in practice”, namely:

1. rehearse his mini-presentation with the candidate. Let him prepare a short story about himself – listen to him, highlight the most important points together. You don’t need to memorize, everything should sound natural, concrete, confident. If there were any comments to the candidate at the previous stages of the interviews, it’s time to discuss them so that the applicant does not make the same mistakes in a conversation with the manager;
2. Together with the applicant, work out options for answering personal questions that the manager can ask, as well as prepare a list of questions that can (and should) be asked to the manager;
3. if necessary, ask to take the necessary documents, a portfolio, a successful test, if any – recommendations from former employers / customers – in a word, everything that will help the candidate feel confident, even if it is not useful;
4. talk to the applicant about the appropriate dress code, ask them not to be late, re-give instructions on how to get to the office, who to contact for help if they have questions, etc.

If the director is a foreigner, a couple of important points are added to the overall picture of preparation, which are worth discussing. For example, if the director does not speak or does not speak Ukrainian / Russian well, and the interview will take place in English / another language. Also, if the director adheres to some national / religious traditions, warn the applicant about this. After all, even the traditional handshake during a business acquaintance is not accepted in all countries.

What to expect from the summit meeting?

We talked to several recruiters, CleverStaff users who often “take” their candidates for interviews with top officials, and asked them to name commonly used VIP interview formats. Here is the set:

1. Regular conversation up to 15 minutes, focused more on getting to know almost an employee. Conducted at the initiative of the immediate head of the department/team lead. As a rule, it takes place calmly, formally – for this process, the latter has already “worried” the candidate.
2. Structured interview with recruiter/HR and top. Such an interview can last from half an hour or more, and it really needs to be “worked out” by all participants: it is profitable for the candidate to apply and sell himself, for the top to make a decision, for the recruiter to help the first and second.
3. Case interview . After the candidate briefly talks about himself, the leader immediately proceeds to practical issues: for example, he models the situation, and the candidate needs to impromptu describe step by step how he would solve the problem.
4. Projective interview . The leader does not ask questions directly, but asks the applicant to give an expert assessment of any situation, task, idea, even a fictional character, to talk about hypothetical actions in certain circumstances. The way the candidate responds/projects can be either positive or negative to him.
5. Stress interview – if the leader prefers a tough communication style and directness. Questions can be very different, not related to each other, relate not only to professional activities, but also to personal life. Not all candidates can handle this, and it also serves as a “filter” for the position (no matter how cynical it may sound).

In general, even the most strict, demanding and complex leaders ask very similar questions. In places – even banal and “vintage”. The difference is in how the candidate answers them. Below we provide examples of popular questions and possible answers that, when reasonably tailored to the candidate, will help him look convincing.

Possible questions	Possible answers
What can you tell us about yourself?	Short confident mini-presentation, focus on personal results, the ability to connect in a conversation already gained experience and future benefits – for a new company.
Why did you decide to consider this position?	Here the manager expects a concise, specific answer, which will emphasize that the applicant is aware of the market situation and did not get into the profession by accident. You can focus on your favorite business, gaining new experience, common interests, etc.
Why should you get a job?	Flexible, inoffensive transition from “others” to their own strengths, cases, “bumps” of experience and additional profits that the company will receive.
What are your weaknesses?	Of course, because everyone has their shortcomings. The candidate should name a few of them, admit that he heroically fights with them and describe how he compensates for them.
Why did you leave your last job? What didn’t suit you?	It is better to speak positively or neutrally about the past place of work, emphasizing that it is time to move on and develop more.
Are you currently considering any other offers?	If the candidate really has other offers now, you can be honest about it, but emphasize the interest in this particular company.
What salary would suit you?	The applicant should not hesitate to name the amount that suits him. If the issue has already been discussed with the recruiter, we are mentally prepared for it. If not, it is important to say this point, convincingly justifying the desired figure.

It is also important to take into account that all leaders are different, and questions can be asked in different and not always pleasant ways. There is also a special type of “tops” that can easily confuse or baffle even the “experienced”. But one thing is indisputable: any adequate manager is interested in worthy people coming to the company. And, of course, after all the effort put into finding and casting a relevant candidate, the recruiter is even more motivated to make sure that the VIP interview succeeds. But for this you need to work closely with the candidate, if his psychotype or circumstances require it: give a “theory”, work together on a personal presentation, talk about possible “pitfalls and gradient currents”, reduce stress and aim for victory.

Frequently asked questions

If the manager is a difficult person (abrupt, impatient, etc.

), is it worth telling the applicant about this?

Yes, because the applicant should know what to expect. Just say it carefully, explain that the leader can be quick-tempered or too straightforward.

Is it always necessary to schedule an interview with the manager as the final selection stage?

As a rule, this is practiced only for top positions and key positions in the company.

What to do if the applicant has passed all the stages, but does not want to communicate with the director?

In this case, it is unlikely that he is “yours”. You can try to find out the reasons if the candidate is really valuable and rare, and work on them. But it’s really a good reason to think. If communication is problematic already at the stage of acquaintance, what can be expected from him in a busy work mode?

What if an interview with the CEO was scheduled, but the applicant asks to reschedule it to another date?

Situations are different, and once it really can be transferred. But if this is already the second or third transfer, such an applicant should be abandoned. In addition, if the director has had to change his plans for the third time, he is unlikely to be positive about such a candidate.

How to prepare for the final interview

Getting into a huge company is a multi-step process. First, the first interview with an HR, then a technical interview or even several. And at the very end – the final interview, in which the candidate chooses a team, and the team looks to see if the candidate suits it. We talked to Yandex employees who conduct the final interviews and collected their advice on how to prepare and not fail.

Pre-interview: prepare a story about yourself and questions for the team

Once the technical interviews are over, it seems that there is nothing to worry about, because you are on the shortlist of candidates with relevant skills. But the final meeting is ahead, according to the results of which the team will select one employee. Both parties need this stage: the team will understand what motivates the candidate and whether they can work together, and the candidate will learn more about the team and projects.

In order not to miss the important and make the right choice, you need to prepare for the meeting: make a list of questions, remember your experience and understand what projects you want to work on.

At the final interview, we look at how the candidate will “take root” in the team, whether it will be interesting for us to work together. For example, a clear task setting and specific deadlines are important to someone, but I cannot offer this due to the specifics of the team and the project. And it is important to understand such nuances during the interview.

Andrey Roenko, API Map Development Team Leader

Practice answering questions. The task of the final is to get to know the person and his interests better, so that the questions will be appropriate. Think in advance why you are interested in the project, what motivates you and what tasks you are interested in solving. Feel free to talk about your hobbies and hobbies, because work is not only tasks, but also a community.

The final interview helps to understand what is important to a person. For some, stability and clear tasks are more important, some like to launch new projects, some want to delve into their field, and for some it is important that people see the results of their work. If the expectations of the candidate and the team do not match, it will be difficult to work together.

Remember how you came to what you do, why you chose this direction and what else you like. For example, if you built a working computer yourself or regularly test different Linux distributions, tell about it: this way you will show interest, enthusiasm and a desire to learn. It doesn’t hurt to talk about the latest articles or books read on the topic.

At the final interview, technical questions may also be asked to understand the candidate’s train of thought. Therefore, just in case, repeat the topics in which there are gaps, and remember which questions caused difficulties in the previous stages.

At the finals, I like to give tasks that need to be discussed in a dialogue. Often this comes down to a discussion of a real case, for example, a product task in Alice. I ask what solution we will use, what disadvantages it has. At this point, many are lost, as they are used to looking for the merits of the solution, and not its limitations. But the answer shows how much the person understands what he is talking about.

Alexey Petrov, YaLM Project Manager

Think about what tasks you would like to do. See what the company has products and directions, what they say in the job description, and then think about where you would go and why. This will help answer the question of what interests you, choose the right project and not make a mistake.

Suppose you want to write applications from scratch and don’t like to understand legacy code. Or you want to go deeper into solving a specific problem, and the team is looking for a person who will explore new tools and test hypotheses. It is worth mentioning this at the final interview so that there are no disappointments later.

For a novice developer, it is important to grow quickly, and this requires motivation and interest. If a person works in a direction that he is not interested in at all, this will not benefit either him or the team.

Going where you don’t like is not the way of the samurai. You should not think: “I will join a team that I don’t like, work for a year, and then move to the one that I like.” It doesn’t work like that, because if the occupation is not to their liking, then people work poorly and do not cope with the tasks. Go where your heart calls. And if there is no such option now, take a break.

Asya Statieva, Head of Authorization Systems Department

Prepare a story about yourself and your projects. Presenting your work is an important skill: you need to be able to talk about the project and what tasks you solved, what problems arose and what results you managed to achieve. This will come in handy not only for interviews, but also in future work. Think over the story in advance and try not to attribute other people’s achievements to yourself – this will be noticeable when you start answering questions.

Try to be brief and only talk about completed projects and technologies that you have already tried. Jumping from one thought to another and vague descriptions can be a bad sign for the interviewer: how well do you know what you are talking about?

Make a list of questions. In the final interview, not only are you asked questions, but you can also ask the team about what is important to you. Prepare questions, go through the services and applications the team is working on, read the company blog, and learn what technologies are used in projects.

Ask about how the processes work: what the team’s working day looks like, how tasks are distributed and reviews are carried out. Find out what tasks you will be doing the first time.

It happens that different teams consider the same candidate at the final interview. In this case, each of them talks about what tasks it has, what technology stack is used, and so on. Use the final interview to learn as much as possible about the projects and make an informed choice.

To the interview: be honest and interested

The final interview is the first introduction to the team and the project. Therefore, it is better to treat it as a dialogue with future colleagues, where there is an opportunity to get to know each other, get to know each other and understand whether it will be interesting for you to work together.

Be proactive and interested. If a candidate answers questions dryly, does not tell what technologies and tasks he is interested in, and does not ask questions, this can be a red flag for the team. Even if this is your first job and you don’t know what you want to do yet, you probably have something to tell and ask about.

Be who you are. Honesty is always important, and in the final interview too. We understand that it is difficult not to worry, but try to perceive communication with the team as a conversation with equals. The hardest part is over. Now you are talking to future colleagues about programming, analytics, machine learning, or other topics you are working on.

Confess if you don’t know something. When hiring an intern or junior developer, no one expects a lot of experience and knowledge from a candidate. There is nothing wrong with not knowing the exact answer to a question. But if you can guess how the problem is solved and understand it with the help of logic, intuition and existing skills, it will do you good. It is not worth it to thoughtlessly scatter terms. If you are not completely sure of their meaning, it is better to explain in your own words.

Chat with different teams. Usually interns and junior developers at Yandex go through several final interviews, so you will have at least two meetings.