J.P. Morgan runs a HireVue video interview for its 2027 Commercial and Investment Bank Markets Summer Analyst Program in Hong Kong, the Research role, and it screens out a large share of applicants before a person ever watches. The people who get through have usually rehearsed the real questions. This is a single question interview, Question 1 of 1, with about thirty seconds of prep and up to two minutes to answer. This one is behavioral, and it is really about how you take feedback under time pressure. On a trading floor the market changes your plan for you, so they want to see that a manager changing it does not rattle you.
Here is the question, word for word:
Imagine that you are working on a project with strict deadlines. Halfway through, your manager reviews your progress and says that you need to change your approach. How would you respond to your manager? What steps would you take in order to complete the project?
The trap is treating the feedback as a threat. The weak instinct is to defend the work you already did or to say yes without understanding why. Both fail. The manager is not attacking you, they are redirecting you, and the answer they want shows you can absorb that fast, understand the reason, and re plan the delivery without losing the deadline.
How you lose points
- You defend the original approach. Arguing to protect your first half of work reads as ego over outcome. The deadline does not care who was right.
- You just say yes with no questions. Agreeing instantly without understanding the reason means you might repeat the same mistake in a new form.
- You take it personally. Sounding hurt or discouraged is exactly the reaction a Markets desk cannot use. Feedback is fuel, not a verdict.
- You forget the deadline is still strict. The question keeps the clock running. If you change approach but never address timing, you missed half the prompt.
- You give no steps. The prompt asks explicitly what steps you would take. A feeling about staying positive is not a plan.
- You never salvage the earlier work. Throwing everything out is wasteful. Some of the first half usually carries over, and saying so shows judgment.
How you pass
A strong answer opens with the right posture, then gives clean steps. First, you welcome the feedback and ask to understand it: you thank the manager, and you ask what specifically is not working and what the new approach should achieve, so you are solving the real problem rather than guessing. Second, you assess the impact on the timeline: you look at what of the current work still stands, what has to be redone, and whether the deadline is still reachable as is. Third, you re plan out loud: you reprioritize to the highest value pieces, propose a revised sequence, and if the change genuinely threatens the deadline you flag that early and offer options, for example a trimmed scope for the deadline with the rest to follow, rather than staying silent and missing it.
Then close the loop and give a quick example if you have one. You keep the manager updated as you go so there are no surprises, and you confirm the new direction with them before you sprint on it. A concrete story lands this well: a time a reviewer sent you back to rework something midway, you asked what they were really after, kept the parts that still fit, and hit the deadline with the stronger version. The insight to end on is that changing course on good feedback is not a setback, it is how the work gets better, and the mark of a strong analyst is doing it calmly and still delivering on time. That is the temperament a Markets team is screening for, because the desk reprices your plan every day.
Get the ones for your role
This is the only question in the interview, and with thirty seconds of prep it rewards people who have already thought through how they handle feedback, not people improvising a nice sounding answer. The full J.P. Morgan Markets question pack is on OpenInterview if you want to see the real prompts across the Sales and Trading roles before you record.
