Describe a Time You Worked Closely With an Underperforming Engineer
Behavioral and LeadershipHiring and TeamAsked atSeniorStaffUpdated
“Describe a time you worked closely with an underperforming engineer (peer or report). What happened?”
They're checking whether you deal with performance problems early and fairly. Strong answers diagnose the cause, take clear steps, reach an outcome, and treat the person with dignity.
Rubric by Level
Junior
- Describes helping a teammate who was struggling with their work.
- Offered help directly and kindly.
- Raised it with your lead when it affected the team.
Mid
- Noticed the pattern and talked to the person first.
- Helped with specific steps, like pairing or smaller tasks.
- Involved your lead at the right time.
Senior
- Diagnosed the gap first: skill, motivation, fit, or environment.
- Took concrete steps: regular one-on-ones, paired work, scoped projects, and written expectations.
- Reached an outcome, like improvement, a role change, or an exit, without dragging on.
- Treated the person with dignity throughout.
Principal
- Dealt with a senior leader who was underperforming.
- Weighed the effect on the org against loyalty to the person.
- Shows how the org handles performance better because of it.
Red Flags
- Avoided the issue until it forced itself.
- Wrote them off without genuinely trying.
Follow-Ups to Expect
- How long did you give it before changing course?
- What would the engineer say about how you handled it?
A Story Shape That Holds Up
The Gap
What wasn't working and how you knew.
The Diagnosis
The cause you found.
The Plan
The steps, the timeline, and the expectations.
The Outcome
Where it ended up, and what you learned.