TECHNICAL SUPPORT
Published 2026-01-19
You spent time preparing the technical details, refining the system design, and even revisiting various architectural patterns. During the interview, the candidate talks eloquently and the theory sounds impeccable. But when he actually started taking charge of a service, things didn't seem quite right. The code can run, but it always seems to be stumbling somewhere; the function is implemented, but the scalability is like a mess.
This is not an isolated phenomenon. Many teams will encounter this "paper talking" dilemma when recruiting talents related to microservice architecture. What's the problem? It is possible that the question was asked in the wrong direction from the beginning.
When talking about microservices, the first thing that many people think of is "how to split a single application." This is of course important, but if you only ask this, the answer often stays on the surface of technical operations. The essence of microservices is a mapping of organizational thinking and business capabilities. It’s about how boundaries are drawn, how teams collaborate, how data becomes autonomous, and how change is safely accommodated.
Give an example. You ask: "How to ensure data consistency between services?" A standard answer might be: "Use Saga mode or eventual consistency." That's right. But a more valuable question may be: "In your business scenario, which data is the absolute bottom line with strong consistency, and which can accept a short delay? For this 'bottom line', what extra price have you paid in system design and team communication?" The answer will immediately pull the candidate from theory back to the real battlefield.
Good questions are like a mirror that can reflect a person's practical experience and depth of thinking. Those questions that talk about "advantages and disadvantages" in general terms often only get general textbook answers. What we need are questions that reveal how he thinks, how he weighs things, how he climbs out of the mire.
For example, don't just ask "how to design a service interface". Try this: "Suppose you designed an API that is simultaneously called by three downstream core business lines. Now you need to change the interface for a new requirement, but one of the downstream teams strongly opposes your plan. How will you proceed? What aspects will you consider to evaluate the impact?" There is no standard answer to this question, but it exposes the candidate's considerations for collaboration, impact analysis, and communication in addition to technical design.
Or, instead of asking "how to monitor the service", ask: "At three o'clock in the morning, the alarm showed that the service delay soared, but the error rate did not change significantly. What is your first step in troubleshooting? If fast rollback is not an option, what is your emergency path?" This tests clear problem location and decision-making logic under pressure.
We often confuse "knowledge" and "ability". Knowing the principles of distributed transactions is a kind of knowledge, but being able to design an appropriate response plan under the double attack of business pressure and operation and maintenance complexity is ability. The goal of the interview is the ability to penetrate the surface of knowledge and touch the bottom layer.
This requires going beyond linear technical questions and answers. Embed the problem into a short story or specific scenario. Just like asking you to describe how to build a Lego castle from scratch, and asking you directly "how many ways to spell Lego bricks" will lead to completely different thinking paths. The former requires planning, iteration, and handling the unexpected, while the latter may only require recall.
Q: What specifically should I ask to see this ability? A: Try to focus on these non-linear cores: change, trade-off and entropy increase. Ask him how he handles the "thrilling" 48 hours of old data migration when leading a service split; ask him how to find a balance between the team's excitement for pursuing new technologies and the long-term stability and maintainability of the system; ask him how he thinks that as the number of services grows, how that "invisible complexity" is managed and constrained.
Q: Are these types of questions too harsh if the candidate is less experienced? A: Depth is not always determined by years of experience. Even with less experienced candidates, you can observe the quality of their thinking by zooming out. For example: "You are responsible for a small service alone and find that the data format returned by another service you depend on often changes without notice, causing your service to report errors from time to time. In addition to complaining, what technical or communication methods will you take to arm yourself and reduce passivity?" He can think of any point in version agreement, contract testing, downgrade strategy or proactive communication, which is valuable pragmatic thinking.
Recruiting, especially technical recruiting, is ultimately about finding partners who are on the same page as the team’s current challenges and future directions. A well-designed set of interview questions that points to core competencies is your most important detection tool. It helps you avoid those "repeaters" who only repeat terms and find practitioners who truly understand that microservices are not only a technology choice, but also a way of thinking that continuously delivers value and embraces complexity.
When you start asking questions that don’t have fixed answers but have a real technical feel, the interview becomes a fun, collaborative problem-solving exploration. And you are more likely to discover in the ripples of dialogue that gem that can truly work with you to deal with all the unknowns in future system evolution.
The starting point of all this may be just a different way of asking. From asking "what" to asking "why" and "what happened after we did that". The story is all hidden in the details.
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Update Time：2026-01-19
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