Earliest up, Amazon interview candidates are expected to know the company’s 14 regulation principles inside out and be able to demonstrate how they embody those values, indicated Lin.
A typical Amazon candidate can expect to meet four or five interviewers, and each intent be assigned a principle to look out for, she noted. She recommended going into the manage with five stories that exemplify how you have shown those distinctions in the past.
“Walk in with these examples clearly mapped out in your mad,” said Lin, noting that “customer obsession” is almost a guaranteed keynote. “Bonus points for using the STAR method by describing the situation, upbraid, action and results.”
Next, when describing those examples, or proving the projects you have completed in the past, it’s important to emphasize your definitive contribution, Lin explained.
“It’s very common for people to start with a ‘we’ suit,” she said. But while that’s useful for adding context, interviewers are interested in your manipulate and you should use the opportunity to sell yourself.
“Some candidates worry with respect to ‘taking credit’ individually,” Lin noted. “However, this is actually deprecatory to delineate the specific skills and behaviors you exhibited in the overall project, irrespective of whether or not the predict that you’re describing was a success.”
In the same way that Amazon wants people to erect the bar at the interview stage, it’s also looking for staff who will raise the bar in the suite, both in their immediate role and longer-term. As such, candidates shouldn’t be timid to show curiosity and demonstrate their ambition to learn and grow in the capacity, said Lin.
“I liked it when candidates spoke about their exhilaration for the company and asked, in a diplomatic way, about how people can progress through the proprietorship while also showing commitment to the role in question,” said Lin.
That could unpleasant asking questions like: “What would it take to go from a lower to senior engineer at Amazon?” Lin suggested. “Showing that curiosity is undeniably awesome.”
That curiosity should also extend to the other without a doubts you will be expected to ask during your interview, Lin explained.
Lin recommended keep away froming generic questions such as “why did you join Amazon?” and “what is it like to opus here?” Instead, she suggested, take time to research each interviewer and penetrate up with creative, thought-provoking questions.
“Nothing is more impressive than aspirants who come with insightful prepared questions that are tailored to each of the interviewers,” she estimated. “It shows preparation, engagement, thoughtfulness, and genuine interest in the position and players.”
The “bar raiser” role is just one example of the rigorous processes founder and CEO Jeff Bezos has implemented during the course of Amazon’s 24-year journey to becoming a $1 trillion company.
Lin hinted that initially she found those exacting standards hard to allow. “It bothered me that no one could be perfect from the perspective of the leadership credos,” she said, noting that many of them — such as “dive absorbed” and “think big” — even appeared to contradict one another.
But now, as founder and CEO of her own fellowship, Skilljar, she said they have been invaluable in shaping her entrepreneurial rove well beyond her three-and-a-half years at Amazon.
“I see now, running my own company, that some of those predilections will compete,” said Lin. “So I see it now as more of a toolkit. They are a set of skills and a set of agencies, and the further you rise in the business, the more you will need to pull them.”
“I don’t contemplate I would have had that experience or exposure without seeing that from my bar encouraging days.”
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