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Engineering Manager Scenarios: Promotion Cases, Team Conflict and Performance Plans

SnapchatSoftware Engineer · Onsite
MediumSoftware EngineerOnsiteBehavioral & Leadership

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A Snapchat engineering manager leadership question covering three people-management scenarios: building a case to promote an engineer, resolving conflict on your team, and managing underperformance through a performance improvement plan. It tests fairness, judgment and coaching.

You are interviewing for an engineering manager role, and this round focuses on people management: promotions, conflict and performance improvement plans. Answer each part with a real situation from your time as a manager, and expect follow-ups on your judgment, on how you treated the people involved, and on the outcome. The conversation can also move into how you make technical decisions with your team.

Clarifying Questions

  • Should the examples come from teams I managed directly, or can they include engineers I managed through other managers?
  • For the performance part, is a case where the engineer improved and the plan closed acceptable, or would you prefer one that ended in a departure?

Part 1 — Promotions

Tell me about an engineer you helped get promoted. How did you judge that they were ready, or what was missing, how did you help them close the gap, and how did you build and present the case?

What This Part Should Cover

  • How you assessed readiness against the level's expectations
  • Growth opportunities you created and the feedback you gave along the way
  • How you built the promotion case and handled calibration
  • How you handled a case that was not approved, or managed expectations

Part 2 — Conflict

Tell me about a conflict on your team that you had to resolve, such as two engineers who strongly disagreed or a working relationship that had broken down.

What This Part Should Cover

  • Understanding each side separately before bringing them together
  • Distinguishing a technical disagreement from an interpersonal one
  • The resolution mechanism: facilitation, a decision framework, or a decision you made
  • Follow-up to confirm the relationship and the work recovered

Part 3 — Performance improvement plans

Tell me about a time you managed an engineer who was underperforming, including whether you used a formal performance improvement plan. How did you decide, how did you run it, and how did it end?

What This Part Should Cover

  • Early, specific feedback and a diagnosis of the cause before any formal step
  • Clear, measurable expectations, support and a fair timeline, with HR involved where required
  • Treating the engineer with dignity while keeping the rest of the team healthy
  • The outcome either way, and what you learned

Hints

Hint 1

Evidence against the bar: Think about how you mapped the engineer's work to the expectations of the next level, and what you did when the evidence had gaps.

Hint 2

Interests behind positions: Consider what each person actually needed, whether the conflict was about substance or about working style, and when it was your role to decide rather than facilitate.

Hint 3

No surprises: Ask yourself when the engineer first heard clear feedback from you, what support they had, and whether the expectations were specific enough to measure.

Follow-up questions

  • What would you do if your strongest engineer were also the source of the team's conflict?
  • How do you make sure underperformance is not a symptom of a problem you created as a manager?
  • How do you handle an engineer who believes they deserve a promotion that you do not support?
  • Tell me about a technical decision where you overrode your team. How did you handle it?