Amazon has a tough and innovative hiring procedure, as you would anticipate from a trillion-dollar corporation. However, they, much like most huge IT businesses, don’t place a high value on resumes and CVs, so your portfolio should therefore shine by itself. Here, we’ll know ‘How To Answer Amazon Think Big Interview Questions?’
Like many other high-end companies, Amazon hires based on a candidate’s cultural compatibility as much as their capabilities. Although the term “cultural fit” has gotten a negative connotation for degrading diversity in the workplace, it merely relates to a collection of leadership values that define Amazon’s objectives. In the end, it all boils down to “customer devotion.”
What Is the Hiring Process and Criteria at Amazon?
The recruitment procedure is divided into five parts. It takes anything from a week to three months at least, based on the position and workplace. In addition, you may be asked to undertake a professional or non-technical evaluation, respond to behavioral queries, or even submit a writing specimen based on the position you are applying for.
The Amazon hiring procedure is long and arduous. The best part is that it is relatively stable. Since we understand the interview’s framework ahead of time, it would be much simpler to plan, with fewer uncertainties. Of course, it doesn’t imply the interview will be uncomplicated (far from it! ). Still, it does imply you won’t be heading into it blindfolded.
Step 1: Scheduled phone interview with HR or an internal recruiter.
This takes roughly 45 minutes to an hour to complete. The majority of your time with Personnel or the recruiter will be spent answering queries about your profession. They will normally begin with your first employment and work their way up to your latest one. You must use the STAR method to respond to questions. You’ll almost certainly be questioned regarding your career’s worst setback and accomplishment. Select your examples carefully. It’s preferable to have one or two extremely thorough and relevant instances instead of several superficial responses.
Step 2: Interview with the recruiting manager.
This part can be done in person or over the telephone with the recruiting manager, who will be your immediate supervisor. It’s in their best interests for them to treat you nicely, and they typically do. That isn’t to say you won’t be asked difficult questions. You should indeed be prepared to promote yourself in this conversation.
In complement to assessing your technical abilities, interviewers will assess your alignment with Amazon’s leadership ideals. Consumer concern, that is, placing the client above all and leadership are the main two leadership ideals of Amazon. These leadership qualities will be desired of you irrespective of your rank in the organization. Plan better questions on the corporate atmosphere and much more queries regarding the manager’s objectives, the assignments you would work on right away, and their aspirations for the job. The recruiting manager will almost always be the “simplest” interviewer you meet. Your chat will most likely revolve around the role and your professional ambitions, as well as any related expertise you possess.
Step 3: Writing Assessment
You will be needed to complete a writing sample for specific roles, which will be approximately two pages long and supplied to you to finish on your own time at leisure. The STAR method is the ideal approach to write something. Since you will be required to create papers and communicate your opinions in a thorough written manner as an Amazon professional, this writing specimen is considered significant as an element of the interview procedure.
Step 4: A final “loop” interview.
You’ll have anything between two to nine sessions, generally in that order. The number of panelists is proportional to the position’s rank. So, there would be seven total interviewees for a Level 7 (L7) position; for an L5, there would be five, and so forth. Some interviews will be from the same department as you, while some will be from a separate sector. They’re only participating in the hiring process to see if you’re a good fit for the company’s culture.
A “bar raiser,” usually a much more experienced interviewer, is also included in the loop interview session. They’re on the job to increase the hiring standard. Again, you would not be told who they are, but they would not be working in your division. They would also have a proven history of recruiting and managing individuals with at least 3 to 4 years with the corporation. Furthermore, as they have greater interview expertise, this interrogator is likely to be more difficult.
What are the Amazon’s Leadership Principles?
Developing a firm system of principles can help you achieve your goals. For example, Amazon, the world’s most successful corporation, has and follows its very own collection of leadership principles, which are referenced during corporate judgment, problem-solving, innovation, and even recruitment.
These are the 14 leadership principles Amazon employees use regularly; regardless you are applying for a position at Amazon or creating a checklist of ideas for your own company:
1. Customer Obsession.
Managers begin with the consumer and work their way back. They work hard to acquire and maintain consumer trust. While leaders are aware of their rivals, they are preoccupied with their clients.
2. Ownership.
Owners are leaders. They consider the long run and do not make short-term gains at the expense of long-term worth. They represent the whole firm, not just their particular department. They don’t ever suggest, “that’s not my job.”
3. Invent and Simplify.
Managers expect and demand creativity and originality from their employees. They are always looking for ways to make things easier. They are conscious of their surroundings, hunt for fresh ideas constantly, and are not bound by the phrase “not invented here.” We recognize that when we try new things, we may be misinterpreted for a long period.
4. Are Right, a Lot.
A lot of the time, leaders are correct. This is because they had excellent intuition and sound reasoning skills. However, they find out different points of view and strive to disprove their views.
5. Learn and Be Curious.
Leaders never stop growing and are always looking for ways to enhance themselves and their surroundings. They are intrigued by new opportunities and take steps to investigate them.
6. Hire and Develop the Best.
With each new hiring and promotion, leaders raise the standard of productivity. They discover and promote excellent potential throughout the firm. Leaders groom future leaders and recognize the need to mentor others. We create methods for growth in the interest of our workers, such as Career Choice.
7. Insist on the Highest Standards.
Leaders have unyieldingly high standards, which many individuals may believe are unreasonable. Leaders push their people to create high-quality solutions, resources, and procedures by constantly lifting the bar. Leaders verify that no flaws are passed down the chain and that issues are resolved and remain addressed.
8. Think Big.
It’s a self-fulfilling narrative to think limited. Instead, leaders set and articulate a strong course that motivates people to take action. They think beyond the box and search for new methods to service clients.
9. Bias for Action.
In businesses, time is crucial. Many judgments and acts can be reversed, and they do not necessitate much research. Nevertheless, we place a premium on taking cautious risks.
10. Frugality.
Get more done with less. Limitations encourage resourcefulness, independence, and innovation. There are no bonus points for increasing staff, increasing budget size, or increasing fixed expenses.
11. Earn Trust.
Leaders pay attention to what others are saying, communicate candidly, and treat others with respect. They are loud in their self-criticism, even though it is uncomfortable or humiliating. They compare themselves and their teams to the finest in the industry.
12. Dive Deep.
Leaders work at all levels, keep linked to the specifics, audit regularly, and are cautious when statistics and narrative contradict. They are capable of completing any work.
13. Have Backbone; Disagree and Commit.
Even if it is painful or tiring, leaders must politely dispute decisions with which they differ. Leaders are persistent and have confidence. They fully devote themselves once a decision has been made.
14. Deliver Results.
Leaders concentrate on their company’s critical elements and ensure that they are delivered punctually and of high quality. Regardless of failures, they step up to the challenge and never give up.
What does the philosophy of “Thinking Big”?
It’s critical to have ambitious goals for the long term. And besides, if you don’t plan, you intend to fail. Therefore, if you literally cannot think big about your tomorrow, you are not likely to have one. But, on the other hand, a significant aspiration gets you further than you are now.
When you begin to grasp the greater picture, you must ask yourself, “What are the tactics for achieving the bigger picture?” What does it take to achieve my larger, more important objective?” The way to get there gets evident when you possess the goal in your mind.
When you think big, then find you were only thinking modestly earlier. Search for the broader aspect while you accomplish your major challenge, and accomplish that alternatively. Once you succeed, you will discover that your destiny is much more incredible than your history and perhaps more incredible than you had previously imagined.
What Amazon means by the eighth “Think Big” leadership principle?
“Think Big” is the eighth Amazon Leadership Principle. If you’re getting ready for an appointment at Amazon, think about what the corporation means by “think large” and how this leadership approach pertains to your work there.
According to Amazon, the global tech giant, “It’s a self-fulfilling prophecy to think tiny. Instead, leaders set and articulate a bold course that motivates people to take action. They go beyond the box and explore new methods to service clients.” To put it another way, to “think big” means to be passionate or to have no boundaries when it comes to your ideas and aspirations. “To go big” or “to reach for the stars” are two other phrases you may have heard that signify the same meaning.
Only when you think big you will:
- See difficulties as challenges and possibilities
- Be optimistic.
- Consider what you can do rather than what you can’t.
- Plan what’s achievable, do not bother thinking of what is unattainable
- Be unafraid
- Be innovative.
- Be able to imagine and fantasize about what you desire.
Thinking big involves:
- Taking a progressive approach and dangers when required, always questioning old notions to pursue the best strategy.
- Developing a courageous vision that workers can rally behind.
- Giving directions on ways to achieve that and describing how it all falls into the long-term strategy.
- Consistently presenting the larger picture and goal to the workforce in a way that excites them.
- Actively seeking out fresh suggestions from colleagues of the group and, when necessary, encourage risk-taking.
For this concept, how many stories should you plan?
Several individuals believe that each concept should have two to three illustrations. That’s a wonderful starting point, but suppose that an additional three Think Big questions are posed to you? Would you have sufficient experiences to respond to all of them? The examiners will divide the values. Each handles two or three in the offline questioning; thus, you might get more than two queries regarding a concept in one question and answer session. What are your plans if this occurs? It is recommended that you rehearse answering the Think Big questions with some of your written experiences for other principles. Instead of planning two responses for each fundamental, think about having a set of responses you can adapt for the general theories based on what you’re questioned.
What are some common “Think Big” questions asked during Amazon interviews?
Q1. Illustrate a situation where you achieved your goals?
How to approach: Talk about a situation where you decided on a specific goal and planned a path for it, but your plan did not work that well due to some unforeseen circumstances. Show them that you are quick-witted and immediately worked out an alternative path to achieve your desired goals. End the narrative with a positive outcome and illustrate all the important steps you take to achieve the outcome. But, always keep in mind that do not fake your stories. Just look into your past experiences and try to find a suitable story for every topic.
Q2. Describe an instance when you took a big chance, and it didn’t work out. What did you discover?
How to approach: Never shy away from talking about your failures. A person who is not able to accept his failures can never achieve the true heights of success. Use this opportunity to show your skills to the interviewer. Specifically, narrate an anecdote that shows the fact that you are a quick learner. End the narrative on a positive note. Either you can opt to highlight how all the skills you learned from that failure have helped you in growing, or you can describe another project that you were able to succeed in because of the learnings from that failure.
Q3. What is your proudest career accomplishment?
How to approach: Narrate an anecdote where you and your team could co-operate and generate effective results. Never try to praise yourself while gossiping about other teammates. Instead, try to emphasize that the achievement was collective, and you managed through the process just because your teammates were helpful and cooperative. But do not overdo it.
Q4. What do you do to get your vision/ideas adopted?
How to approach: Be brief and to-the-point when discussing your goal and the plan you’ve chosen for putting it into action. Your vision will be blurred if you communicate for a long amount of time. If workers don’t comprehend, they won’t join in. So instead, begin by narrating one line that describes the desired result and another that describes the advantages of this idea. Then, in two or three sentences, explain how you intend to achieve your objective. The narrative’s final sentence should be entirely focused on the future to foster teamwork towards the objective.
Q5. Explain an instance when you took a planned risk to attain a professional objective. What was the result?
How to approach: In a managerial position, you’ll have to take chances and evaluate risks now and then. And you probably wouldn’t be able to do anything else. They wish to ensure you’re worthy of executing it without putting your life on the line with a foolish wager. The interviewer is looking for evidence that you can take calculated risks in the job and recognize the distinction between a calculated risk and a dangerous decision. Consider a job-related risk, such as testing out a unique solution to an issue. You might even take on a different role for which you haven’t been properly instructed, which is dangerous. Give an example of a time when you were cautious and tactical in your risk-taking.
Q6. Describe a time when you were working on a project or goal and realized you had the chance of doing something far broader than you had planned?
How to approach: When you’re asked this question, all you have to do is tell an experience about achieving many goals while working on a single strategy. The supplementary goal could be anything that isn’t immediately tied to the organization or its benefits but is more general, such as something for the good of society or something that enabled you to contribute to ecological balance.
Q7. What is your most cherished academic achievement?
How to approach: To address this typical hard interview question, you wouldn’t have to boast, but you will have to speak up about something you are glad of. They would like to learn more regarding you as an individual, such as what inspires you and what keeps you moving. They also would like to know what you think to be “important” to determine if you have a positive outlook and if your beliefs suit the organization. Pick a response that is unique to you rather than one that is generic. It should be a concrete occurrence or achievement that you can detect and quantify. It’s pointless to give a vague reply until you can elaborate on it.
Q8. When was the last instance you were dissatisfied because you didn’t think big sufficiently?
How to approach: The subject of failure often catches individuals off guard. It’s hard to express disappointments and losses, even when you are ready for it. The secret to addressing these questions properly is to first frame your evaluation of failure and then conclude with your important insights from the incident. Eventually, after relaying the dreadful result of your narrative, you have to go to the nice part at the climax of your answer. You want to come to a close with the teachings you have learned. Discuss why and where you believe things went wrong, what you would do differently from in perspective, and what you plan to do differently in the future. You will have a powerful solution if you wrap your experience within these two phases.
Q9. Can you explain to me about an occasion when your fundamental idea had a significant influence?
How to approach: Consider some of the times you have shocked yourself with a novel concept. Compile at least 3 to 4distinct concepts for your interview and be ready to discuss one of them. Concentrate on the ones that made the most difference. First, explain how you went about achieving your objectives. Make that sound as natural as feasible, and detail the steps you had to undertake to get through. Next, concentrate on how you approached challenges that arose throughout this assignment and what unique and easy solution you employed to solve them. Explain how it influenced your personal development, perspective towards changes, mental flexibility, and readiness to absorb adjustment with an open mind.
Q10. Describe a situation where you had to take a tough and risky move?
How to approach: The recruiter wishes to know what you perceive to be your most difficult choice, as well as how and why you came to that conclusion. Even though the topic just asks about the choice, the interviewer will usually dig deeper into the specifics of what happened before the necessity to take the final judgment, the procedure you went through to make a choice, and the decision’s final consequence and/or fallout. While you may be inclined to discuss a personal decision, this is not the appropriate forum for doing so. Instead, adhere to a responsible choice at the job or, if you are a university student with minimal or no professional experience, a resolution relating to your schoolwork.
The Bottom Line:
One final piece of advice is to avoid manipulating the Amazon interview process by telling them what you believe they want to listen to. Don’t make up narratives to suit the impression you’re trying to convey. That approach makes the applicant appear contradictory or “unreal” more frequently than otherwise. But, more significantly, you’ll miss out on a crucial chance to display off your true self. Your mind list contains every narrative you’ll ever require. What’s needed is a greater understanding of yourself and the ability to write these experiences so that they highlight your leadership ideals and accomplishments.
