Hewlett-Packard Interview Questions & Reviews

Interview Details Initial selection via agency, with phone interview. Then face to face ( x 2)

Negotiation Details – A little. Package is pretty much defined

Interview Details Straight forward process, telephone interview and two face to face interviews.

Interview Details Very straight forward online process with a swift and pragmatic face to face discussion.

Interview Details I cannot comment as I came in on the graduate scheme which was based around an initial phone interview, a technical phone interview and then a one day assessment center

Interview Details Three rounds including a case study.

Interview Details Went for one assessment afternoon. Did a group project first, followed by and 5 minute presentation and then a session with HR on possible responses.

Reason for Declining – Got a better offer.

Interview Details Approach HP via LinkedIn. Was contact by internal recruiter and went through a 3 stage process including Presentation and Peer Review

Negotiation Details – Straightforward

Interview Details After submitting the application online you may be invited for a telephone interview and if you are successful to an assessment centre. If you are lucky the assessment day will be well organised and everything will be smooth, although that can't be guaranteed and parts of the assessment day are organised by interns, who might not be particularly good at their job. You are interviewed by a line manager (not HR), who are generally very friendly and want to genuinely find out if you are the right person for the job.

Interview Details Too slow and drawn out. There was clearly no agreement internally to the remit of the role or its start date, which has repercussions on my ability to execute. The warning signs were there but overlooked by the prospect of joining another "blue chip" company.

Be warned, many roles are recruited to meet "internal goals" whilst the the ability to execute is not really there. In retrospect, I would ask for any promises / discussions on remit to be given in writing (as they seem to have disappeared over time). Restated, the role I was hired into doesn't really exist, except in name only. In reality, the role was filled to meet an internal commitment (likely a manager's personal MBO, etc.) and no improvement to the business was expected.

Negotiation Details – Too slow. Each phase of negotiation was sent internally to a "Total Rewards" team which meets weekly (at best). Even though they have no involvement in the recruiting process, they are given the sign-off approval of all details of each role. This team sits in the States but makes decisions globally.

The package is weak regarding stock, incentives.
There is also a culture of removing elements of any package "on the sly."

Watch out for comments such as "we have a standard contract format" (built within the States), or "that is outside of our guidelines" (it is a mis-representation - many requests are within guidelines, but require "due diligence" internally, so are not acted upon).