I don’t even care anymore. I will interview how I want to.
The ball is in my court. I know it sounds like trolling, but Im tired of doing things their way. How am I being sized up for an entry level job?! I’m not playing fake niceties anymore. Hell Im not even going to complete sentences I’ll just leave the interviewer wondering with my vague responses.
Jobadvisor
I hear you. Honestly, the modern interview process can feel like a high-stakes performance art piece where you’re expected to tap-dance for a "maybe." When it’s an entry-level role and they’re treating the interview like a CIA background check, it’s beyond draining. It feels less like a conversation and more like an interrogation.
If you’re feeling this level of burnout, it’s usually a sign that the "hoop-jumping" has officially hit a wall. However, before you go full "enigmatic stranger" in your next meeting, let's look at what that actually buys you.
The Reality Check
While "playing it cool" can sometimes come off as confidence, going intentionally vague or leaving sentences unfinished usually leads to one of two outcomes:
The "Easy Skip": Most entry-level recruiters are looking for any reason to whittle down a pile of 500 resumes. If you don't give them data points, they don't have to think—they just hit "reject" and move to the next person.
The Power Dynamic Paradox: You feel like the ball is in your court because you're withholding information, but in their eyes, you’re just someone who can’t communicate. They don't wonder what you meant; they just assume you don't know the answer.
A Better Way to "Not Care"
If you’re done with the fake niceties, you don't have to be a corporate puppet. You can pivot to Radical Authenticity instead of Strategic Sabotage. | Instead of... | Try... | Why it works |
| :--- | :--- | :--- |
| Vague/Unfinished sentences | Blunt honesty | It shows you’re grounded. "I'm looking for a job that pays fairly and has clear tasks. Does this role offer that?" |
| Fake Niceties | Professional Detachment | You aren't "excited to be here," you're "here to see if the logistics work." It’s a subtle power shift. |
| Trolling/Playing games | The "Consultant" Vibe | Treat them like a client you aren't sure you want to work with. Ask them the hard questions. |
The "I'm Done" Strategy
If you really want to flip the script, stop trying to impress them and start auditioning them. * Ask the uncomfortable questions: "What’s the actual turnover rate for this team?" or "Why has this position been open for so long?"
Cut the fluff: If they ask a "Describe a time when..." question, give them a 20-second direct answer and stop. No rambling, no "selling." Just the facts.
It’s your time and your energy. If you’re going to show up, you might as well use that "I don't care" energy to be the most honest person they talk to all day. You’d be surprised—sometimes the person who doesn't pander is the one they actually remember.
My google PM interview experience. Just landed an offer 😭😭😭
I graduated with a CS degree in 2019 and worked as a software engineer for 2 years before transitioning to PM at a mid-sized tech company. Been doing PM work for 3 years now, mostly in B2B SaaS. Applied to Google in December, got the offer last week. Total process took about 2.5 months.
I'm sharing my background because PM recruiting is extremely context-dependent. What worked for me might not map perfectly to your situation, but the principles might help you.
I applied through LinkedIn and got a recruiter response about 3 weeks later. I did not have a referral so I took my chance. I'm glad this one clicked. The response rate for PM roles is ridiculously low though. I applied to probably 60 companies and only heard back from maybe 8.
The recruiter call was straightforward. She explained the process: phone screen, then if you pass, four back-to-back 45-minute interviews covering product sense, technical, leadership, and Googleyness."After that, a hiring committee reviews your packet.
The Phone screen was with a PM from a different org. One product design question: "Design a product for elderly users." Standard format. Some months ago, someone shared a post here about the Google format and warned to never jump straight to solutions. So I took their advice. I spent probably 15 minutes just clarifying the goal (are we optimizing for safety? Independence? Social connection?) and defining user segments (70s vs 90s, tech-savvy/ not tech savvy, living alone or with family). Passed the phone screen and got scheduled for the onsite two weeks later.
I spent about 6 weeks prepping for this.
I did about 30 mock interviews with PMs I met on teamblind, reddit, and even Facebook.I bought the Product Alliance Google Specific course and followed it religiously. Their product sense modules and example answers contained solid materials.
Used Google Maps, Photos, Search, Gmail every day and took notes on what I'd improve. I do this with every company I prep for. In my actual interviews, two questions were about Google products I'd already analyzed.
My onsite was four rounds
For Product Sense, I got a question that went like, how would you improve Google Maps for commuters?
For technical, a question tat went, "Design the backend system for a real-time collaborative document editor." My SWE background helped me here.
If you don't have an engineering background, you can focus on understanding: databases, APIs, caching, latency, scalability concepts at a high level. So don't worry
For behavioral and leadership: Tell me about a time you had to influence without authority, describe a situation where you had to make a decision with incomplete information, tell me about a conflict with an engineer and how you resolved it
I had 8-10 stories prepared across different themes (leadership, conflict, failure, success, ambiguity). Each story was about 90 seconds with STAR structure.
Googleyness round is one I'm not sure I can describe. It was a mix of behavioral questions and probing like are you curious? Do you think big? Are you humble about what you don't know? I did my best to answer honestly and just hoped for the best.
Looking back, two of my four interviews directly asked about Google products. So if you're interviewing at Google for the next few weeks, use their products critically and take notes of your thoughts and suggestions.
I got feedback from my recruiter about a week later. Then it went to hiring committee, which took another 2 weeks. I was nervous but apparently, this is part of the process.
I know how stressful PM interview prepping is. SWEs roll their eyes when we say this, but as someone who has been on both sides, I'd say PM interviews are just as exhausting.
So if you're serious about preparing, do as many mocks as you can, pace yourself but do not relent, analyse their products, have your criticisms and suggestions ready, prep your STAR stories, rehearse in front of a mirror or on video, you can push past the cringe, check out Product Alliance's Google course, consume materials on YouTube, arm yourself with all the information you can find. And hopefully, it will be you next talking about your big offer.
Jobadvisor
Wait, I’m getting some serious whiplash here!
Just a moment ago, you were ready to walk into an interview giving one-word answers and "vague responses" because you were fed up with the entry-level grind. Now, you're telling me you've landed a Google PM offer after a 2.5-month process, 30 mock interviews, and a deeply technical onsite?
That is a massive 180—and an incredible achievement. Huge congratulations! Moving from SWE to PM is a tough pivot, and clearing the Google hiring committee is no small feat.
What Stands Out in Your Journey
Your "Product Sense" strategy is actually the perfect antidote to the frustration you felt earlier. Instead of being "vague" to annoy the interviewer, you used strategic clarification to control the room.
The "Elderly User" Question: Spending 15 minutes on goals/segments is exactly how you flip the power dynamic. It shows you aren't just a "task-taker," but a "decision-maker."
The SWE Edge: Designing a backend for a real-time editor is a classic "system design" hurdle that trips up many PMs. Having those 2 years of engineering experience clearly gave you the technical "Googleyness" they look for.
A Quick Reality Check (The "Peer" Moment)
I have to gently point out: your first message sounded like someone drowning in entry-level despair, but your success story shows you’re actually a mid-level professional with 5 years of experience (2 SWE + 3 PM).
It makes sense why you were "tired of doing things their way"—you’ve already paid your dues! The "fake niceties" of entry-level roles don't fit someone who is ready to lead product strategy at a FAANG company.
For Others Reading Your Story
Your advice on Product Alliance and TeamBlind mocks is gold. For anyone else trying to replicate this, the takeaway is clear:
Don't just use the product; deconstruct it.
Mocks are non-negotiable. 30 mocks is a grueling but winning number.
The "STAR" method feels cringey, but as you proved, it’s the only way to keep leadership answers tight and impactful.
Waitress melt down
A number of years ago myself, husband and two small boys went to the Italian district in Toronto. The restaurant was packed outside it was summer ,and the drinks,food and music were flowing. We chose inside, because of the toddlers. So did an elderly couple. Food was ok service was ok we left some change. The waitress came back and absolutely laid into us regarding our tip. The owners came over and it was a shit show. (Basically home girl was pissed that her shift was inside, with little chance of getting tips).A horrible and embarrassing experience. I can’t lie, tipping always makes me feel icky.
Jobadvisor
That is a nightmare scenario. There is nothing quite like a "vacation vibe" being shattered by a public confrontation—especially when you have toddlers in tow and are just trying to have a quiet meal away from the chaos outside.
That "icky" feeling you describe is becoming the universal sentiment toward tipping. It’s transitioned from a "thank you for going above and beyond" to an "obligatory supplement to an employer's payroll," and that shift has made the dining experience feel like a hostage negotiation.
Why that "Shit Show" Happened (The Logistics)
You hit the nail on the head: Section Envy. * The "Gold Mine" vs. The "Desert": In a packed Toronto summer, the patio is where the money is. If that waitress was assigned the indoor section while her coworkers were raking in $50 tips outside, she was likely simmering for hours.
The Tipping Expectation: In Canada, the expected "baseline" has crept up to 15–20%. When you "left some change," she saw it as a personal insult rather than a reflection of "okay" service.
The Meltdown: Chasing a customer down to demand more money is the ultimate "nuclear option." Most managers would fire a server on the spot for that, regardless of the tip amount, because it’s the fastest way to kill a restaurant's reputation.
The Problem with "Tipping Entitlement"
What makes it feel so uncomfortable for us as customers is the invisible math we are forced to do:
The Guilt Trip: We know servers are often underpaid, so the "tip" feels like a moral obligation.
The Service Paradox: If the service is just "okay," why are we paying a 20% premium?
The Hostility: As you experienced, if you don't meet their unspoken number, the mask slips, and the "hospitality" disappears instantly.
How to Navigate it Now
Since that experience, tipping culture has only gotten more aggressive (the "iPad flip" at coffee shops, etc.). To protect yourself from that "icky" feeling:
The "Standard" Buffer: Many people now just factor a flat 15% into the "cost of the meal" mentally before they even sit down, just to avoid the post-meal stress.
The "No-Tip" Movement: Some restaurants in Toronto and elsewhere are moving to a "hospitality included" model where they pay living wages. Supporting those places can take the anxiety out of the evening.
It’s unfortunate that a nice family memory was stained by someone else's professional burnout. No matter how small the tip was, nothing justifies a server berating a family in front of their children.
Job changed dress code but wont provide clothes that fit
Ive been at my job for 9 years now.
Theyre changing dress codes this period. We used to be allowed to wear any t shirt or blouse. And khakis, jeans, or slacks.
Now you must wear company provided clothes. They only provide 3 shirts and 3 pants a year. Shirts are uo to a 2x and pants are up to a 20.
Im a tall and chubby girl. I *CAN* fit in a 3x shirt, but it will look inappropriate and be extremely uncomfortable for working trucks etc. I typically wear a 5x shirt and 7x hoodie to work to hide my chest. I wear a 24 in pants so im not fitting those in any way.
I was told I need to find a way to make it work of I have to go on leave until I can fit in the size 20 .
Can someone direct me on what the next course of action should be?
Jobadvisor
That is a incredibly stressful position to be in—especially after nine years of loyal service. Being told to "make it work" or go on leave because the company doesn't stock your size isn't just a logistical headache; it feels deeply personal and dismissive of your contributions.
In Tennessee, while "at-will" employment gives bosses a lot of leeway, they still have to navigate federal laws regarding discrimination and reasonable accommodations.
Here is a breakdown of how you can handle this practically and legally:
1. Request a "Reasonable Accommodation"
Under the Americans with Disabilities Act (ADA), if your size is related to a medical condition (thyroid issues, PCOS, etc.), the company is legally required to provide a "reasonable accommodation."
The Fix: A reasonable accommodation in this case would be the company ordering your specific size from a third-party vendor or allowing you to purchase identical colors/styles yourself and reimbursing you.
Action: Ask your doctor for a note stating that due to a medical condition, you require clothing in specific sizes for health and safety at work.
2. Address the "Hostile Environment" / Discrimination
Even without a medical diagnosis, Tennessee employers must be careful. By providing sizes for others but effectively "furloughing" you because of your body type, they may be creating a disparate impact.
Gender/Sex Discrimination: If they provide larger sizes for men (e.g., 4XL or 5XL men’s shirts) but cap women’s sizes at 2X, this could be a violation of Title VII of the Civil Rights Act.
The "Leave" Comment: Telling an employee to go on leave until they "fit" into a size 20 is highly problematic. It can be viewed as harassment or a constructive discharge (forcing you to quit).
3. Practical Next Steps
| Step | Action | Why? |
| Document Everything | Save the email/memo about the dress code and write down exactly who told you to "go on leave" and when. | You need a paper trail if this goes to HR or a lawyer. |
| Contact HR (In Writing) | Send an email: "I am committed to following the new dress code. However, the provided sizes do not accommodate my frame. I am requesting the company order [Size] or allow me to buy matching items for reimbursement." | This puts the ball in their court to find a solution. |
| Check the Vendor | Look at the tag of the 2X shirts. Most uniform companies (like Cintas or Aramark) do carry up to 5X or 6X. Your manager might just be trying to stay under a specific "standard" budget. | It proves that getting your size is possible and not an "undue hardship" for them. |
4. Consult the EEOC
If HR refuses to budge or insists on the unpaid leave, you should contact the Equal Employment Opportunity Commission (EEOC). Filing a charge of discrimination is often the only way to get a company to realize they are breaking the law.
A Note on Safety: You mentioned "working trucks." Wearing clothes that are several sizes too small is a safety hazard (restricted movement, risk of ripping, or circulation issues). If you have a safety officer at work, mention that the current sizes prevent you from performing physical labor safely.
Coworker exhibiting mentally unstable behavior, but not directed at team - worth reporting?
A co-worker is acting mentally unstable, specifically focused on a former relationship that ended quite some time ago. The other party has never worked at this company and the relationship ended before coworker started working here.
They talk about this former relationship every day, for most of the day. Everyone tries to change the subject but they will just come back to it. They view everything through the lens of this former relationship. They spend hours talking about frankly insane thoughts about this former relationship. For example, they looked at the clock at a specific time, and then spent hours looking up that time in "Angel numbers" and then telling us all how that time actually means your twin flame is coming, or you will have an important reunion in the near future, or someone is thinking about you right now, etc. Any work activity is related to the past relationship. It is delusional and obsessive.
They divulged that the other party of the former relationship threatened to contact authorities, and that is the only reason they left that person alone.
My concern is that they seem genuinely unstable. I believe this could devolve into either harming the other party in the former relationship, or refocusing this obsessive behavior onto someone at work, or some other negative end. They need help.
It is also extremely uncomfortable to work with someone who is delusional and obsessive. I have substantially changed my work habits to avoid them as much as possible. I do not want to put myself at risk of becoming an object of their fixation.
Their behavior decreases work productivity, both theirs and the rest of the team's.
I'm just trying to do my job, not deal with someone who is mentally unstable. I want to make a report so that it's on record that this person is unwell. That way if things escalate they can hopefully be fired relatively quickly.
However, I fear that since they have not made any actual threats, and the obsession is directed at someone who doesn't work here, there's no point in making a report. I also worry that I'll be risking my job by making a complaint. I don't know if the company will view me as a liability for speaking up.
What should I do?
Jobadvisor
This is a delicate situation, but your gut instinct is right: chronic, obsessive, and delusional behavior in the workplace is a legitimate professional concern, even if the "target" is outside the company.
You aren't being a "tattletale" or overstepping; you are identifying a significant disruption to the workplace and a potential safety risk. Here is how to navigate this without looking like a liability yourself.
1. Shift the Focus from "Diagnosis" to "Disruption"
When you report this, avoid using clinical terms like "mentally unstable" or "delusional." Unless you are a psychologist, HR may view those as personal judgments. Instead, frame the report around objective workplace impacts:
Productivity: "Coworker spends 3–4 hours a day discussing personal matters, which prevents the team from completing tasks."
Safety/Conduct: "Coworker mentioned that their former partner threatened to involve authorities. This raises concerns about workplace safety and potential spillover of personal conflicts into the office."
Work Environment: "I have had to substantially alter my workflow and physical location to avoid these repetitive, non-work-related conversations, which is impacting my efficiency."
2. The "Fixation" Warning Sign
The fact that this person relates every work activity to a past relationship and uses "signs" (like angel numbers) to justify their obsession is a red flag for stalking-adjacent behavior.
Most companies have a "Violence in the Workplace" policy that includes "behavior that creates a reasonable fear of injury" or "obsessive patterns." Even if the target is external, the behavior is happening on company time, using company resources.
3. How to Report Safely
To protect your own job and avoid becoming the new object of their fixation:
Stick to the Facts: Keep a brief log for 2-3 days. (e.g., "10:15 AM: Coworker spent 45 minutes discussing 'twin flames' and a past breakup instead of finishing the X report.")
Use the "Concerned Peer" Angle: Frame it as: "I am concerned about [Name]. Their focus on a past relationship is constant and seems to be escalating. It has reached a point where it is disrupting the team’s work and making the environment uncomfortable."
Request Confidentiality: Ask HR or your manager to keep your name out of it, citing that you do not want to become a part of the coworker's personal narrative.
Why Reporting is Actually the "Kind" Choice
You mentioned they "need help." By reporting this, you aren't just trying to get them fired; you are triggering the company’s internal processes (like an Employee Assistance Program or EAP). HR can offer them professional counseling resources that you—as a coworker—cannot provide.
The Risk of Silence
If this coworker does escalate or if the external party shows up at the office, and it comes out that the whole team knew they were "unstable" but said nothing, the company actually faces more liability. Reporting it "puts it on the record," which protects the company and you.
Supervisor making employees use PTO to inflate metrics. Is this legal?
My mother works from home. Her work is based on metrics. She is supposed to process a certain number of claims each day. If she doesn't, she can make it up the next day. It averages out per week. Her supervisor, however, has decided that she will not tolerate low numbers and if my mother does not look like she'll make her numbers on any particular day, she forces my mother to clock out early that day and take PTO so that her team metrics don't go down. So now, my mother is facing an issue. She had a medical emergency this morning and has no PTO left. She's now being referred to HR and I'm furious for her. Does my mother have any options for recourse? Is this even legal?
Jobadvisor
This is a classic case of a supervisor "cooking the books" to make their own management performance look better, and it is highly likely a violation of both company policy and potentially labor laws.
By forcing your mother to use PTO when she is actually available and willing to work, the supervisor is effectively manipulating corporate data and misappropriating your mother’s earned benefits.
1. Is it Legal?
In most states (including Tennessee), employers have a lot of control over when employees use PTO. However, there are two major legal/regulatory "red flags" here:
Falsification of Corporate Records: The supervisor is forcing employees to misreport their hours to artificially inflate productivity metrics. This is a form of internal fraud. If this is a publicly-traded company or involves government contracts (like Medicare/Medicaid claims), this is a massive legal liability for the company.
FLSA Violations (If Non-Exempt): If your mother is an hourly employee, the employer generally cannot "force" PTO to avoid paying for time worked or to manipulate production quotas in a way that denies the employee the opportunity to earn their full wages.
FMLA Interference: If your mother’s medical emergency today qualifies under the Family and Medical Leave Act (FMLA), and she has no PTO left specifically because the manager drained it illegally, the company could be liable for "FMLA interference."
2. The Supervisor's "Metric Rigging"
The supervisor is likely terrified of their own boss seeing a "bad day." By forcing your mother to clock out and use PTO, the supervisor removes those "low-output hours" from the math, making the Claims Per Hour look perfect.
Example: If she processes 20 claims in 4 hours and then "clocks out" on PTO, her metric is 5 claims/hour. If she stays and finishes the day with 30 claims in 8 hours, her metric drops to 3.75 claims/hour. The supervisor is stealing your mother's vacation time to protect their own bonus/reputation.
3. Immediate Action Plan for Your Mother
Your mother is being referred to HR for a "lack of PTO," but the reason she has no PTO is the core issue. She needs to pivot the conversation immediately.
Audit the PTO History: She should look back at her pay stubs or timecards. She needs to identify specific days where she was told to "clock out and use PTO" despite being healthy, at her desk, and ready to work.
The "Paper Trail" is Key: Did the supervisor tell her to do this via Slack, email, or text? She needs to save those now. Even if it was a phone call, she should write down the dates and approximate times.
The HR Meeting Strategy: When she meets with HR, she should not just apologize for the emergency. She should say:
"I am concerned that I have no PTO left for this emergency because my supervisor, [Name], has been requiring me to use PTO on days I was available to work in order to 'protect' the team's hourly metrics. I have been forced to exhaust my benefits to manipulate production data. I would like an audit of my time off."
4. Recourse Options
Internal Ethics Hotline: Most large companies (especially in insurance/claims) have an anonymous "Ethics or Compliance" line. Reporting "falsification of productivity metrics" will get a much faster response than a standard HR complaint.
Department of Labor (DOL): If HR fails to credit back her PTO or fires her, she can file a complaint with the DOL regarding the manipulation of hours and wages.