A campus hire at Target works on software where the store is more than a shop: it is also the place where online orders are packed, handed to guests at their cars and shipped to homes. Prepare to use your college fundamentals on these problems, and bring project stories about careful design, fixed deadlines and building something that real people found pleasant to use. What to show here: care for the guest and pride in well-made work. Each question below has what the interviewer is checking, an answer frame and a sample spoken answer to adapt.
How Target hires, in its own words, and its questions for every job →
“In my third year we built a booking app for the college sports hall. It worked, and our marks depended only on that. But when I watched a friend use it, she needed many taps to book one slot and could not tell whether the booking had gone through. I asked the team for two extra days. We cut the steps, added a clear confirmation screen and used larger text. Then I asked five students to try it without help. After that, your result. I learned that working and pleasant are two different finishing lines.”
Weak answers describe only features and marks, or say design is someone else's job.
“Our team built a stall finder for the college festival, and the festival date was fixed. A week before, the map, the search and the live queue feature were all half done. I listed each feature with the days it still needed and asked what a visitor would miss most. We agreed to finish the map and search properly and drop the live queue. I told our guide the same day, so nobody was surprised. The app was used by your result. I learned to cut early and finish fewer things well.”
Weak answers describe working all night to ship everything half tested, or hide the cuts from the people waiting for the work.
“A plain queue by arrival time is the fair starting point. It breaks when the first guest's order is still being packed, because everyone behind would wait for nothing. So I would keep waiting guests in a priority queue, where only orders marked ready can be chosen, and among those the longest wait goes first. When an order becomes ready, it enters the choice with its original arrival time, so that guest does not lose their place. I would also raise the priority of anyone who has waited beyond a set limit, so a team member sees them first.”
Weak answers stop at first come first served, or sort the whole list again on every change without thinking about cost.
“Most product barcodes end with a check digit that is calculated from the other digits. The usual method multiplies the digits by weights that alternate, adds them up, and picks the last digit so the total divides evenly by ten. My function would loop over the digits, build the sum, and compare the expected check digit with the scanned one. If they differ, the device asks for another scan and never guesses. This catches any single wrong digit. It can miss some cases where two digits are swapped, so the picking tool should also confirm the item belongs to the order.”
Weak answers say the scanner is always right, or cannot describe any way to detect a wrong digit.
“Both devices read the count as one, both decide the lamp is free, and both write that it is taken. The system now believes two lamps were picked. The problem is the gap between reading and writing. I would make the claim a single step in the database: reduce the count only where it is still above zero, inside a transaction. The database lets one update win, and the other changes no rows. The second device then shows a clear message that the item is already taken, and the order moves to another store or a substitute.”
Weak answers say it is too unlikely to matter, or add a delay and hope the two requests do not overlap.
“I would first ask for the rule in words: do the two discounts stack, and in which order? Then I would write unit tests from that rule. Normal cases are sale only, offer only and both together. Edge cases are an offer that has expired, an item excluded from offers, a price that would fall below zero, and a returned item. I would check rounding carefully, because a small rounding gap repeated over many orders becomes real money. Each test states the expected price, and any bug found later gets its own new test.”
Weak answers test one example by hand and call it done, or never ask what the pricing rule is.
“I would not ship a fix I do not trust just to look quick. First I would reproduce the bug and write a test that fails because of it, so I know my fix truly solves it. Then I would tell my lead exactly what worries me, for example that I do not know which other screens use the same code. I would ask a teammate who knows the tool to review it, and check how the change can be undone. If the risk still looks high, I would ask whether a smaller fix is wiser before the rush.”
Weak answers hide their doubt to seem confident, or refuse to touch the bug at all.
“What interests me is that the software ends in a real moment: a team member walks out to a car and hands over a bag. If my code is slow or wrong, a person waits in a parking lot. I like that kind of honest feedback. Target uses its stores for shopping, for packing orders and for handing them over, so one building has many jobs and the software must keep them from getting in each other's way. My sports hall booking project was a tiny version of that. I want to learn how store tools are tested.”
Weak answers say they enjoy shopping there and say nothing about the work or the people it serves.
No figures on this page: pay depends on the level, the city and the offer in front of you. When the offer comes, the free salary negotiation script helps with that part.
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