J'ai postulé via un recruteur. Le processus a pris plus d'une semaine. J'ai passé un entretien chez PlayStation (Aliso Viejo, CA) en févr. 2014
Entretien
Extremely fast process (less than 2 weeks). Started with a Phone interview, then had to do a short programming test and finally an in-person interview. The in-person interview consisted of 3 phases:
1) A group "huddle" with almost everyone on the team. Just talked about my resume and probed me for more info on experience. Normal stuff
2) An algorithm test where a couple of the engineers gave a problem statement, where I needed to develop and algorithm to solve the problem in the lease complexity as possible.
3) A design session where a couple different engineers from the last group gave a high-level description of a system was given and I needed to provide an architectural design that fit the criteria. Lots of white boarding and back and for with the engineers.
Questions d'entretien [1]
Question 1
The algorithm question that was asked was the classic Google interview question "Beating the stock market" question, as found in "Hacking the Google Interview".
J'ai passé un entretien chez PlayStation (San Mateo, CA)
Entretien
Typically, an interviewer asks around 6–12 core technical questions, plus 3–5 behavioral questions for this role. In system-heavy roles like this, expect deep follow-ups, so total discussion often expands to 15–20 question threads rather than standalone questions.
J'ai postulé en ligne. J'ai passé un entretien chez PlayStation
Entretien
Gauntlet of 6+ interviews. Multiple tech screenings and system designs. Poorly coordinated. Recruiter uninterested and unresponsive in general, didn't follow up on my questions and got ghosted at the end. One of the interviewers had poor communication skills and it was the most painful interview I had ever had in my career.
The interviewing process is straightforward. first resume screen, then phone screen, then one tech interview with manager, Then there's the final round panel interview with behavior questions. . . . . .
