Candidates describe about three rounds for ABB Product Manager roles: an HR screen, a hiring-manager conversation and a panel or leadership discussion. Expect behavioral questions, process detail and slow feedback.
$124K
Avg. Base Comp
$145K
Avg. Total Comp
3 rounds
Typical Rounds
2-13 weeks
Process Length
ABB's Product Manager interviews, as candidates describe them, run about three rounds and lean more on conversation than on technical testing. The usual shape is an HR or recruiter phone screen, a conversation with the hiring manager or a senior person in the department, and a final panel or leadership discussion. The candidate who received an offer said that last conversation covered expectations, compensation and overall fit.
The questions candidates recall are mostly behavioral and experience-based. They include leadership style, where you see yourself in five years, strengths and weaknesses, and what drew you to the role. One candidate was walked through past projects, tools and process ownership in detail, and was also asked about integrity and compliance and how they would persuade someone to buy something they did not need. Another reported questions on Agile ceremonies, Scrum values and real-time decision-making scenarios.
Panels can bring in other functions. One included senior management and production, and another asked a candidate to weigh the benefits and risks of the e-mobility charging industry before handling a customer complaint. That candidate sensed the panel was judging how they would communicate with different stakeholders, so prepare examples of explaining technical points to business and operations audiences.
Timelines ranged from about two weeks to three months, and several people heard little after their last round. One was rejected within a day of a recorded video interview. Ask early about next steps and the decision timeline, and treat any recorded response as a real evaluation.
Synthesized from 8 candidate reports by our editorial team.
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Real interview reports from people who went through the Abb process.
I went through a multi-round interview process at ABB for a Product Manager role that felt well-structured overall. The first conversation was a phone screening with HR, which covered standard behavioral questions and some technical elements relevant to the role. They asked about my long-term and short-term plans, where I saw myself in five years, and how I'd describe my leadership style. The questions weren't particularly tricky — they were straightforward attempts to understand my background, career achievements, and approach to managing teams and products.
After that initial round, I had an in-person interview with my potential line leader and members of the technical team. This round gave me a clearer sense of what the day-to-day work would actually look like. It was helpful to talk directly with people who'd be involved in the role, though I did notice the operational side of the position seemed broader than what had been initially described. A few weeks later, there was a final conversation with senior leadership to discuss expectations, compensation, and overall fit. The whole process spanned about three to four weeks with roughly a week between each round. The team was professional and organized — everything started on time, and they clearly had a plan for how they wanted to evaluate candidates. It felt like they took the hiring seriously rather than just going through the motions.
Prep tip from this candidate
Be ready to discuss your leadership philosophy and long-term career vision in concrete terms — ABB's process emphasizes behavioral questions over technical depth, so practice articulating your management style and career trajectory clearly. Also, ask detailed questions about the operational scope of the role early on to avoid surprises about how the position differs from the initial job description.
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Topics based on recent interview experiences.
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Synthesized from candidate reports. Individual experiences may vary.
Candidates describe an opening phone screening with HR or a recruiter. One offer-stage candidate was asked about short- and long-term plans, where they saw themselves in five years and their leadership style. Others reported a straightforward conversation about background and relevant experience. Prepare a clear career narrative with concrete examples.
The second stage is usually with the hiring manager, a senior person in the target department, or the line leader and technical team. Reported topics include technical background, detailed walk-throughs of past projects, tools and process ownership, integrity and compliance, and a sales-pitch question. One candidate also described Agile and Scrum questions. One candidate felt the operational scope was broader than the job description, so ask about scope early.
Several candidates report a final panel or leadership discussion. One panel included senior management and production, and another asked for views on e-mobility charging plus a customer-complaint scenario. The candidate who got an offer described a final talk about expectations, compensation and fit. Prepare examples of bridging technical and business concerns.
Some candidates describe extra hurdles. One was sent a recorded video interview and received a rejection within a day. Another reported HQ approval of their CV as a final hurdle in a process that took about three months. Several said feedback was sparse or absent after the last interview, so ask about timelines and decision criteria along the way.
