What makes Big Four interviews different

The Big Four hire graduates every year into audit, tax, advisory, consulting and technology roles. Their selection processes are fairly structured, with several stages, each firm's own online assessments, and a published description of what it looks for.

That works in your favour, because you can see most of the process in advance. Read what your firm says it wants, then prepare examples from your own experience that show it.

Your marks are only part of it

Good marks help, but the firms say they look at more than grades. PwC says it considers your degree, experience and extracurricular activities, and KPMG says it wants "to get to know you as a person". In the interviews, that means examples from your own life: uni, work, sport, volunteering or anything else worth talking about.

Know the firm you're applying to

The four firms are alike in many ways, but each has its own business areas, purpose or values, and way of describing what it looks for. Learn them for the firm you're applying to, so your answers are clearly about that firm.

Deloitte
Largest by global revenue
In Australia, its graduate opportunities cover Audit & Assurance; Strategy, Risk & Transactions; Tech & Transformation; Tax & Legal; and Enabling Areas, the firm's own internal teams. Deloitte's purpose is "to make an impact that matters", and its "How we hire" page lists the competencies it assesses, including problem-solving, teamwork, communication, integrity and resilience. Have an example for each.
PwC
The PwC Professional framework
In Australia, graduates join one of six business areas: Accounting, Assurance & Audit; Consulting; Deals; Risk; Tax & Legal; and Technology & AI. PwC says it assesses you against the PwC Professional, "our global framework that defines the mindsets and behaviours we expect from all our people". Read it, and match your examples to each part.
EY
Building a better working world
EY's service lines are Assurance, Consulting, Tax and EY-Parthenon, which covers its strategy and transactions work. Its purpose is "building a better working world". If it comes up, say what that means to you, with an example, rather than repeating the phrase. EY also runs EY Badges, digital credentials its people can earn in areas such as data and AI, which is worth asking about.
KPMG
Values assessed early
In Australia, KPMG's graduate pathways are Audit, Corporate Finance & Assurance; Engineering, Technology & Digital; Business, Consulting, Risk & ESG; and Tax & Legal. Its values are Integrity, Excellence, Courage, Together and For Better, and one of its two online assessments looks at your fit with its values and leadership approach. Be ready to say why integrity is important in this work, with an example of your own.

The typical Big Four selection process

Each firm's process is a little different, and it can change by team and by year. In Australia it usually runs in this order:

1
Online application
Usually your CV and academic transcript, plus your preferred business area or team and, at some firms, why you want it. Deloitte and KPMG both say you don't need a cover letter. Make your reasons for choosing a team specific to that firm.
2
Online assessments
Each firm uses its own. Deloitte's Immersive Online Assessment is a set of client-focused virtual activities, and PwC's four assessments look at your behaviours, skills and emotional intelligence. EY may set an online Job Simulation, and KPMG sets a cognitive abilities test and a values and leadership assessment. Do any practice questions the firm offers, and sit the real thing somewhere quiet.
3
Recorded video interview
Several firms ask you to record answers on video, with nobody on the other end. Deloitte's digital interview, used for some roles, has three questions about your achievements and interests, PwC's has two, and EY's Job Simulation includes a video response. Practise answering to a camera beforehand. A screen that doesn't react feels different from a person.
4
Assessment centre or assessment day
Deloitte runs an Assessment Day, in person or online, and PwC an in-person assessment centre. EY may invite you to an interview or a Recruitment Day, and KPMG to an interview with your potential team plus other activities. Expect a group case study, an individual interview and possibly a presentation. The case study is likely to look like the team's real work, so find out what that is.
5
Final interview
At PwC, the last step is the individual interview at the assessment centre, with a senior and a junior team member. Some Deloitte roles add a final interview later, and at any of the firms you may meet a partner or another senior leader before an offer. Later interviews like these can feel more like a conversation about why you want the work. Be curious, ask good questions and be clear about why you want this team.
Keep every answer specific

An answer that stays general gives the interviewer nothing to go on. "I'm a strong communicator" asks them to take your word for it. "In my second year, I presented our research findings to a class of 40 students and answered questions from a professor who challenged our method" gives them something they can picture and ask about.

The competencies to prepare for

Each firm describes what it wants in its own words, but the lists overlap a lot. Prepare specific STAR examples for the six areas below. One good story can often cover two or three of them, depending on which part you bring out.

Core Competencies
Competency 01
Commercial awareness and business acumen
What they're assessing
Do you understand how businesses make money, and are you interested in it beyond what you've read up for the interview?
How to demonstrate it
Start reading the business news at least four weeks before your interview. Be ready to talk about a recent business story, explain why an industry interests you right now, and connect what's in the news to the work of the team you're applying to. Link something happening in the economy to a problem a client might bring to the firm: "When interest rates rise, mid-sized companies with a lot of debt come under pressure, and some need help to refinance or restructure, which is work the advisory teams do."
Competency 02
Problem solving and analytical thinking
What they're assessing
Can you break a messy problem into parts and reach a conclusion you can explain?
How to demonstrate it
In the interview, describe a time you had to analyse information, work out what the main problem was, and suggest or carry out a fix. In a case study, think out loud in a clear order so they can follow your reasoning. A case often has no single right answer, so show how you got to yours. Saying "I'd want to check X before deciding" is better than giving an answer you can't back up.
Competency 03
Communication and interpersonal skills
What they're assessing
Can you explain things clearly, and adjust how you explain them for different people? You'll need to with clients.
How to demonstrate it
Show some range: a time you explained something to both experts and non-experts, or changed your approach for a difficult conversation. The interview itself is evidence of how you communicate. A clear, structured answer with a concrete example is the skill in action. Rambling, filler words and vague stories work against you.
Competency 04
Teamwork and collaboration
What they're assessing
Client work at these firms is done in teams. Can you work well in one under pressure?
How to demonstrate it
Choose an example where you made a real difference to what the team achieved. Describe your role, how you helped others and how you handled any friction. In a group exercise, build on other people's ideas, bring quieter people in and keep the group on task. Talking over other people won't help you.
Competency 05
Leadership and initiative
What they're assessing
Have you taken charge of something, or stepped up when nobody asked you to?
How to demonstrate it
You don't need a title to show leadership. Look for times you spotted a problem and fixed it without being asked, took responsibility for how something turned out, kept a group going through a hard stretch, or made a call when nobody had told you what to do. A small example is fine if it's specific and true.
Competency 06
Resilience and adaptability
What they're assessing
Will you keep doing good work under pressure, and adjust when plans change?
How to demonstrate it
Graduate life at these firms can mean long hours, clients changing what they want, and professional exams on top of the work. The interviewer wants to know you'll cope. Describe a real setback, a time of heavy pressure or a big change, then say what you did to manage it and what you learned. Finish with what you've done differently since.

Practise your Big Four competency answers out loud

It takes practice to tell your examples clearly when you're nervous. InterviewZap asks you behavioural questions written from your CV and the job description, and after each answer shows you what was missing and a stronger way to say it.

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Big Four interview questions to prepare for

Use the STAR method for every question that asks for an example.

Questions 1–15 · Motivation and Competency
Question 01
"Why do you want to work for [firm] specifically?"
What they're really asking
Have you researched the firm, and did you choose it for a reason?
How to answer it
Mention something specific: work a team is doing that you've read about, a recent deal or client, how the graduate training works, or a conversation with someone who works there. Then connect it to your own goals: what does this firm offer that gets you closer to where you want to be? Avoid "because you're one of the Big Four and it's a great start to a career". It may be true, but it doesn't say why this firm over the other three.
Question 02
"Why this service line? Why audit / tax / advisory / consulting?"
What they're really asking
Did you choose this area of work on purpose, or are you applying for everything?
How to answer it
Be honest and specific about what interests you in audit, tax or deals, and connect it to your studies, an experience, or the kind of work you want to do. Find out what the work involves day to day: read about the service line, talk to people who work in it, and be able to describe the problems you'd help clients with. "I like working with clients" could apply to any team at any firm.
Question 03
"Tell me about a time you worked effectively in a team."
What they're really asking
Do you actually work with people, or just next to them?
How to answer it
Pick an example where you really worked with others, beyond being in the same group. Describe what the team was trying to do, your part in it, how you worked with the others (especially if there was friction) and how it turned out. A good teamwork answer includes a moment where you helped a teammate or changed how you worked to suit the group, as well as doing your own part well.
Question 04
"Describe a time you had to meet a challenging deadline."
What they're really asking
Can you meet a deadline without the quality slipping?
How to answer it
Describe the deadline, what made it hard (the amount of work, how difficult it was, or other things competing for your time) and what you did to meet it. Spend most of the answer on how you did it: how you prioritised, whether you asked for help and how you kept the quality up. Say how it turned out, and make sure they can hear an approach you'd use again on client work.
Question 05
"Tell me about a time you dealt with a difficult person or conflict."
What they're really asking
How do you handle a difficult person or a disagreement?
How to answer it
Choose a real disagreement or a difficult situation, something more than a person being a bit annoying. Describe what happened, how you approached the person, what you said and did, and how it ended. Don't make the other person the villain of the story. Show that you tried to understand their side and found a way forward you could both accept.
Question 06
"Describe a time you showed initiative or went above and beyond."
What they're really asking
Do you do what's asked and stop there, or look for ways to help beyond it?
How to answer it
Describe a time you noticed a problem, or a chance to improve something, that nobody had asked you to deal with, and did something about it. Show that you noticed it, took it on and saw it through, whether that meant improving a process, helping a teammate who was struggling or filling a gap. Finish with what changed because of what you did.
Question 07
"Tell me about a time you failed or made a mistake. What did you learn?"
What they're really asking
Can you own a mistake without getting defensive?
How to answer it
Be honest, and pick a real failure. One so small it barely counts won't tell them anything. Describe what happened and your part in it (own it, rather than saying "the team failed"). Spend most of the answer on what you learned and what you've done differently since. Tell it calmly; you're showing you can look at your own mistakes clearly.
Question 08
"How do you prioritise when you have multiple competing tasks?"
What they're really asking
How do you manage your workload when nobody is telling you what to do next?
How to answer it
Describe how you actually do it, using a specific example. Things to cover: weighing up what's urgent and what's important instead of reacting to whoever asked last, telling people early when something might slip, asking when priorities aren't clear instead of guessing, and keeping the quality up on everything, including the jobs that can wait.
Question 09
"Tell me about a time you had to quickly learn something new."
What they're really asking
At these firms you're often learning a new industry, a new set of rules or a new client's business. Can you pick things up quickly?
How to answer it
Describe a time you had to learn something quickly: a new software tool, a subject you didn't know, or a skill a project needed. Talk through how you did it: how you worked out what you needed to learn, where you found it, how you used it and how long it took to get up to speed. Give the method as much time as the outcome, because the method is what you'd use again.
Question 10
"What do you know about current issues facing the [industry/sector] you'd be working in?"
What they're really asking
Do you keep up with what's happening in the area you want to work in?
How to answer it
Read up on the big issues in the area you're applying for. For audit, that might be audit quality, auditor independence and changes to regulation; for tax, the OECD's global minimum tax rules and digital services taxes; for consulting, how companies are adopting AI, supply chain resilience and sustainability reporting. Pick one or two that interest you, and be able to explain what the issue is, why it's important and what it means for the firm's clients. Then add your own view ("I think this is particularly important because…") so it's more than a summary.
Question 11
"Where do you see yourself in five years?"
What they're really asking
Do you have a direction in mind, and does this firm fit it?
How to answer it
Be realistic and specific to the role. For an audit graduate, five years might look like this: qualified as a Chartered Accountant, specialising in a sector, with more responsibility for clients, and either growing within the firm or using the qualification as a base for a wider career in finance. Connect it back to what this role gives you: the training, the path to qualifying and the client work. Avoid both extremes. "I want to be a partner in five years" isn't realistic and sounds rehearsed, and "I'm not sure" suggests you haven't thought about it.
Question 12
"What are your strengths and weaknesses?"
What they're really asking
Can you talk honestly about what you're not good at yet, without it putting them off?
How to answer it
For strengths, pick one or two that are relevant to the role and back each with a short example. For weaknesses, be honest. "I work too hard" sounds like a dodge and wastes the question. Choose something real you're working on, and say how you noticed it and what you're doing about it. For example: "I like to understand something fully before I move on, which can slow me down, so I've been practising making a call when I'm about 80% sure and adjusting as I go."
Question 13
"Tell me about a time you had to persuade someone to change their view."
What they're really asking
Can you change someone's mind with reasons rather than pressure? You'll need to with clients in advisory and consulting work.
How to answer it
Choose an example where something real depended on the outcome, and where you persuaded the person with evidence and by understanding their concerns, rather than by repeating yourself or pulling rank. Describe how you understood their position first, before you tried to change it. Then walk through what you said, how they responded and how it ended. It should sound like a real exchange of views, with you listening as well as arguing.
Question 14
"What do you think makes an excellent client relationship?"
What they're really asking
Do you understand what clients pay a professional services firm for, and what keeps them coming back?
How to answer it
Quality work is expected, so go further than that. Good client relationships are built on trust and consistency (the client knows you'll do what you say), understanding their business (beyond the project in front of you), communicating early (no surprises), caring how things turn out for them (as well as about the bill) and being able to have honest, difficult conversations when something isn't working. If you've noticed the difference yourself, as a customer or in a part-time job, between being processed and being looked after, use it.
Question 15
"Do you have any questions for us?"
What they're really asking
Are you interested in the firm, the role and the person you're talking to?
How to answer it
Always have a few ready, and make them specific. Questions about the interviewer's own experience are a good place to start: "What's been the most challenging piece of work you've done here, and what made it worthwhile?" / "What surprised you most about working here, compared with what you expected when you joined?" / "How has the graduate program changed in the last few years?" Don't ask anything the careers page already answers, because it suggests you haven't read it. Leave salary and benefits until you have an offer.

The assessment centre: what to expect

The assessment centre or assessment day is usually the last big stage before an offer. A few things to keep in mind for each part of it:

  • Group exercises: One well-reasoned point that moves the group forward does more for you than five comments that don't. Keep an eye on the time and help the group reach a decision.
  • Case studies: Plan your analysis before you start writing or presenting, say what you're assuming, and finish with a clear recommendation and your reasons, even if you're not completely sure of it.
  • Written exercises: If there is one, keep it short and organised, and answer the question you were asked. One clear page is better than three that wander.
  • Between exercises: Breaks and lunch are part of the day too. Be friendly and professional with everyone, including the other candidates and the people running it.
Start early

Find out what your firm says it looks for, write down six to eight examples that show it, and practise saying them out loud until they sound like something you're remembering rather than reciting. Start a few weeks before you apply: once you're invited to a stage, you may have as little as 48 hours to complete it.