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633 investigation interview questions shared by candidates

THINK BIG
 Definition and Indicators Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Take a radical approach and risks when necessary, always questioning traditional assumptions in pursuit of the biggest and best idea? · Create a gutsy mission that employees can be inspired by and get behind; provide direction for how to get there and explain how everything fits into the long-term plan? · Continually communicate the big picture and mission to the team in a manner that gets employees excited (as a result, employees want to get out of bed and come to work each day)? · Actively explore new ideas from team members, encouraging risk taking when appropriate? · Translate broader mission into big, hairy ideas and tactics in your own work? · Ask questions to get a sense of direction and confirm how work fits into the short- and long-term picture? · Hungrily accept the challenge to create the best idea/solution and take risks? 1. Give me an example of a radical approach to a problem you proposed. What was the problem and why did you feel it required a completely different way of thinking about it? Was your approach successful? 2. How do you drive adoption for your vision/ideas? How do you know how well your idea or vision has been adopted by other teams or partners? Give a specific example highlighting one of your ideas. 3. Tell me about time you were working on an initiative or goal and saw an opportunity to do something much bigger than the initial focus. 4. Tell me about a time you looked at a key process that was working well and questioned whether it was still the right one? What assumptions were you questioning and why? Did you end up making a change to the process? 5. Tell me about a time you took a big risk – what was the risk, how did you decide to do it and what was the outcome? 6. Now Tell me about a time you took a big risk and it failed. What did you learn? What would you do differently? VOCALLY SELF CRITICAL
 Definition and Indicators Vocally Self Critical: Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Admit mistakes, issues and areas for development; seek out and accept coaching and feedback to improve? · Set an example for your team by owning responsibility for problems and failures and working to resolve them? · Encourage team members to bring issues to your attention constructively? · Escalate issues even when doing so might be unpopular? 1. Give me an example of an idea you had that was strongly opposed. Why was there so much resistance? How did you handle the negative feedback? 2. Give me an example of a significant professional failure. What did you learn from this situation? 3. Tell me about a time where someone has openly challenged you. How did you handle this feedback? 4. Tell me about a time you made a significant mistake. What led you to making the wrong decision? What would you have done differently in retrospect? 5. Give an example of a tough or critical piece of feedback you received. What was it and what did you do about it? 6. Tell me about a time you received feedback with which you didn’t agree. How did you react? Tell me about time you had to learn something outside your comfort zone in order to drive results for your organization or to adapt to a change in the market, organization or other catalyst.
avatar

Senior Investigation Specialist

Interviewed at Amazon

3.5★
Jul 19, 2015

THINK BIG
 Definition and Indicators Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Take a radical approach and risks when necessary, always questioning traditional assumptions in pursuit of the biggest and best idea? · Create a gutsy mission that employees can be inspired by and get behind; provide direction for how to get there and explain how everything fits into the long-term plan? · Continually communicate the big picture and mission to the team in a manner that gets employees excited (as a result, employees want to get out of bed and come to work each day)? · Actively explore new ideas from team members, encouraging risk taking when appropriate? · Translate broader mission into big, hairy ideas and tactics in your own work? · Ask questions to get a sense of direction and confirm how work fits into the short- and long-term picture? · Hungrily accept the challenge to create the best idea/solution and take risks? 1. Give me an example of a radical approach to a problem you proposed. What was the problem and why did you feel it required a completely different way of thinking about it? Was your approach successful? 2. How do you drive adoption for your vision/ideas? How do you know how well your idea or vision has been adopted by other teams or partners? Give a specific example highlighting one of your ideas. 3. Tell me about time you were working on an initiative or goal and saw an opportunity to do something much bigger than the initial focus. 4. Tell me about a time you looked at a key process that was working well and questioned whether it was still the right one? What assumptions were you questioning and why? Did you end up making a change to the process? 5. Tell me about a time you took a big risk – what was the risk, how did you decide to do it and what was the outcome? 6. Now Tell me about a time you took a big risk and it failed. What did you learn? What would you do differently? VOCALLY SELF CRITICAL
 Definition and Indicators Vocally Self Critical: Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Admit mistakes, issues and areas for development; seek out and accept coaching and feedback to improve? · Set an example for your team by owning responsibility for problems and failures and working to resolve them? · Encourage team members to bring issues to your attention constructively? · Escalate issues even when doing so might be unpopular? 1. Give me an example of an idea you had that was strongly opposed. Why was there so much resistance? How did you handle the negative feedback? 2. Give me an example of a significant professional failure. What did you learn from this situation? 3. Tell me about a time where someone has openly challenged you. How did you handle this feedback? 4. Tell me about a time you made a significant mistake. What led you to making the wrong decision? What would you have done differently in retrospect? 5. Give an example of a tough or critical piece of feedback you received. What was it and what did you do about it? 6. Tell me about a time you received feedback with which you didn’t agree. How did you react? Tell me about time you had to learn something outside your comfort zone in order to drive results for your organization or to adapt to a change in the market, organization or other catalyst.

INSIST ON THE HIGHEST STANDARDS
 Definition and Indicators Insist on the Highest Standards: Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Raise the quality bar by demanding that your team delivers high quality products, services and solutions? · Teach and coach employees about setting their own high standards and exceeding customer expectations? · Provide feedback to employees when work is of high quality and coach to continually improve work? · Ensure the quality bar remains high by delivering high quality work, and demanding it of others’ work? · Continually self-critique your work to make sure the quality is the best it can be? · Accept and seek out coaching and feedback from your manager and others about improving the quality of your work? Tell me about a time when you have been unsatisfied with the status quo. What did you do to change it? Were you successful? Tell me about a time you wouldn’t compromise on achieving a great outcome when others felt something was good enough. What was the situation? What measures have you personally put in place to ensure performance improvement targets and standards are achieved? Describe the most significant, continuous improvement project that you have led. What was the catalyst to this change and how did you go about it? Give me an example of a goal you’ve had where you wish you had done better. What was the goal and how could you have improved on it? 6. Tell me about a time when you have worked to improve the quality of a product / service / solution that was already getting good customer feedback? Why did you think it needed continued improvement? Give an example where you refused to compromise your standards around quality/customer service, etc. Why did you feel so strongly about the situation? What were the consequences? The result? INVENT AND SIMPLIFY
 Definition and Indicators Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here”. As we do new things, we accept that we may be misunderstood for long periods of time. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Simplify and always encourage others to innovate and change inefficient or unnecessarily complex processes? · Use new ideas and methods to do your job better and enhance the customer experience? · Create an environment that encourages breakthrough thinking that is simple? · Encourage innovation and invention for the right reasons, helping others not to unnecessarily reinvent the wheel? · Think up and implement great ideas and simple solutions? · Know when not to reinvent the wheel? Tell me about the most innovative thing you’ve done and why you thought it was innovative (can also probe with: That sounds more evolutionary than revolutionary – tell me about something you’ve done you feel was truly revolutionary? Ask for one or two additional examples to see if it’s a one off or pattern.) 2. People often say the simplest solution is the best. Tell me about a particular complex problem you solved with a simple solution. 3. Tell me about a time you were able to make something significantly simpler for customers. What drove you to implement this change? 4. Describe a challenging problem or situation in which the usual approach was not going to work. Why were you unable to take the usual approach? What alternative approach did you take? Was it successful? 5. Give an example of a creative idea you had that proved really difficult to implement. What was the idea and what made it difficult to implement? Was it successful? 6. Tell me about an out-of-the-box idea you had or decision you made that had a big impact on your business. 7. Give me an example of how you have changed the direction or view of a specific function/department and helped them embrace a new way of thinking? Why was a change needed?
avatar

Senior Investigation Specialist

Interviewed at Amazon

3.5★
Jul 19, 2015

INSIST ON THE HIGHEST STANDARDS
 Definition and Indicators Insist on the Highest Standards: Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Raise the quality bar by demanding that your team delivers high quality products, services and solutions? · Teach and coach employees about setting their own high standards and exceeding customer expectations? · Provide feedback to employees when work is of high quality and coach to continually improve work? · Ensure the quality bar remains high by delivering high quality work, and demanding it of others’ work? · Continually self-critique your work to make sure the quality is the best it can be? · Accept and seek out coaching and feedback from your manager and others about improving the quality of your work? Tell me about a time when you have been unsatisfied with the status quo. What did you do to change it? Were you successful? Tell me about a time you wouldn’t compromise on achieving a great outcome when others felt something was good enough. What was the situation? What measures have you personally put in place to ensure performance improvement targets and standards are achieved? Describe the most significant, continuous improvement project that you have led. What was the catalyst to this change and how did you go about it? Give me an example of a goal you’ve had where you wish you had done better. What was the goal and how could you have improved on it? 6. Tell me about a time when you have worked to improve the quality of a product / service / solution that was already getting good customer feedback? Why did you think it needed continued improvement? Give an example where you refused to compromise your standards around quality/customer service, etc. Why did you feel so strongly about the situation? What were the consequences? The result? INVENT AND SIMPLIFY
 Definition and Indicators Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here”. As we do new things, we accept that we may be misunderstood for long periods of time. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Simplify and always encourage others to innovate and change inefficient or unnecessarily complex processes? · Use new ideas and methods to do your job better and enhance the customer experience? · Create an environment that encourages breakthrough thinking that is simple? · Encourage innovation and invention for the right reasons, helping others not to unnecessarily reinvent the wheel? · Think up and implement great ideas and simple solutions? · Know when not to reinvent the wheel? Tell me about the most innovative thing you’ve done and why you thought it was innovative (can also probe with: That sounds more evolutionary than revolutionary – tell me about something you’ve done you feel was truly revolutionary? Ask for one or two additional examples to see if it’s a one off or pattern.) 2. People often say the simplest solution is the best. Tell me about a particular complex problem you solved with a simple solution. 3. Tell me about a time you were able to make something significantly simpler for customers. What drove you to implement this change? 4. Describe a challenging problem or situation in which the usual approach was not going to work. Why were you unable to take the usual approach? What alternative approach did you take? Was it successful? 5. Give an example of a creative idea you had that proved really difficult to implement. What was the idea and what made it difficult to implement? Was it successful? 6. Tell me about an out-of-the-box idea you had or decision you made that had a big impact on your business. 7. Give me an example of how you have changed the direction or view of a specific function/department and helped them embrace a new way of thinking? Why was a change needed?

Regular questions. Why E&Y? Why FIDs? Tell me about a time when you were working on something and thought everything was going well but at the last minute you realized that it was not going well, how did you approach the situation?
avatar

Fraud Investigation and Dispute Services Internship

Interviewed at EY

3.7★
Nov 19, 2012

Regular questions. Why E&Y? Why FIDs? Tell me about a time when you were working on something and thought everything was going well but at the last minute you realized that it was not going well, how did you approach the situation?

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