人力資源總監(jiān)工具書人才招聘面試題庫(kù)

第一章”是在尋求一種迅速的職位提升還是打算踏踏實(shí)實(shí)的工作呢？他所要求的薪水我們可以接受嗎？隨著對(duì)方職者比較謙虛的開(kāi)始他的回答：一般說(shuō)給我們的，都是一些無(wú)關(guān)痛癢的缺點(diǎn)。類似的問(wèn)題還有“能談?wù)勀闵凶盍钊四泸湴恋氖虑榈诙驴傊?，自己已?jīng)很清楚了，這就是自己想要做的職業(yè)。如果他對(duì)你報(bào)以慚愧的微笑：“今年地質(zhì)學(xué)領(lǐng)域第三章3年、5年、10年甚至更長(zhǎng)時(shí)間以來(lái)工作經(jīng)歷的總體的困擾，他唯一的辦法就是打一些短期的兼職工（經(jīng)常是同時(shí)做兩到三份WNSD工作的時(shí)光，是迄今為止我最難忘的。輕松、不拘束，也沒(méi)有人監(jiān)督。我可以自由地做20個(gè)小時(shí)，就可以完成我份內(nèi)的工作，剩下的時(shí)410小時(shí)的交易人做助理的話，這樣的回答似乎就（那種讓人聽(tīng)起來(lái)不會(huì)反感的增長(zhǎng)了7%！”）否有些緊張？是否有回答和簡(jiǎn)歷不符的地方？這可以幫助我們淘汰掉那些不能夠在壓力下很好工作的應(yīng)聘者。方不忘舊情的話，你的面試思路恐怕就需要做一下調(diào)整了。另外由于在一個(gè)公司中工作了很長(zhǎng)一段時(shí)間，第四章8小時(shí)之外的東西。同時(shí)要注意對(duì)方是否在夸大自己。比如公司某個(gè)項(xiàng)目進(jìn)展太慢這些問(wèn)題的目的，都是為了了解高級(jí)應(yīng)聘人員的管理理念的能力。他有能力管理我們這樣一家公司第五章第六章英文中有這樣一句俗語(yǔ)：“Ifyouwantsomethingdonegiveittobusyperson(如果你有事情要做的話，5個(gè)鐘頭讀書的話，這也是非常好的業(yè)余活動(dòng)。但是要鼓勵(lì)安全的、有益健康的活動(dòng)。雖第七章第八章問(wèn)題要有可評(píng)價(jià)性（與測(cè)評(píng)要素相對(duì)應(yīng)）和延伸性（不是簡(jiǎn)單用“是”或者“否”就能回答，這能提供有用的354分鐘，請(qǐng)您在回答問(wèn)題時(shí)你是XXX先生嗎？ 什么原因促使你在兩年內(nèi)調(diào)換了3 個(gè)單位？B：你 您在大學(xué)的成績(jī)?cè)鯓?？哪些課程學(xué)得好？對(duì)哪些課程感興趣？你的學(xué)習(xí)成績(jī)?nèi)绾?？在班上所處的地位怎樣？哪些課程學(xué)得好？對(duì)哪些課程感興趣？您的學(xué)習(xí)成績(jī)?nèi)绾?？在上班所處的地位怎樣？您的學(xué)習(xí)習(xí)慣怎樣？您都修哪些課程？（二、工作經(jīng)歷三、關(guān)于工作知識(shí)：四、關(guān)于求職動(dòng)機(jī)：五、關(guān)于價(jià)值觀：六、關(guān)于能力：12你覺(jué)得自己和其他人相處協(xié)調(diào)的能力怎么樣？能否以具體的事例進(jìn)行說(shuō)明？你喜歡獨(dú)自一個(gè)干3（456789、適應(yīng)性贊許我與我們你所做過(guò)的最枯燥的工作或任務(wù)？他們枯燥的原因是什么？你對(duì)此做了些什么呢？你又是如何處理枯燥的？24、分析能力請(qǐng)舉例說(shuō)明：你是怎樣計(jì)劃某一項(xiàng)目（或者活動(dòng)田徑運(yùn)動(dòng)Haveyouheldotherpositionsliketheoneyouareapplyingfortoday？Ifyes，describehowyoupacttheexpositionstobethesame?WhatisthemostimportantthingyoulearnedfromyourpreviousexperiencethatyouwillbringtothisIfthereweretwothingsyoucouldchangeinyourlast(orpresent)ob，whatwouldtheybeandhowwouldyouchangethem?Pleasedescribeyourlastorpresentsupervisor’smanagementstyle。Ifyoucouldmakeoneconstructivesuggestiontoyourlast(orpresent)CEO，whatwoulditbeCanyougivearatiofortheamountoftimeyouworkedalonetotheamountoftimeyouworkedwithHowdoyoufeelaboutpresentworkloadDescribethemostsignificantreportorpresentationyouhadtoTellmeaboutateamprojectofwhichyouareparticularlyproudandyourspecificWhyhaveyouchosenthisparticularIfwehiredyou，whatarethetopthreegoalsyouwouldliketoseethiscompany(department,teamWhatcanyoudoforusthatsomeoneelseThinkbacktoatimewhenyoutrainedanewemployee。Tellmeexactlywhatyoudidtotrainthatemployeeandbringthepersonuptothejob’sperformancestandards?WhatwerethebiggestdecisionsyoumadeinthepastsixmonthsWhatkindsofobstaclestocompletingassignmentsontimedoyoumostfrequentlyencounteratworkWhatstrategieshaveyoudevisedtohandlesuchobstaclesWhatsuggestionsdidyoumakeinyourlastjobtocutcosts，increaseprofits，improvemorale，increaseoutput，Whensomemanagersmakeadecision，theyoftenfeelaneedtodefendit，canyoudescribeatimewhenyouchangedastateddecisionoropinionbecauseyouwerepersuadedyouwerewrong?Ifyoucouldeliminateoneresponsibilityfromyourlastjob,whatwoulditSomepeoplefeelthatspendingsomuchtimeatonejobdemonstratesalackofinitiative。HowdoyourespondtoGivemesomeexamplesofdifferentapproachesyouhaveusedpersuadingsomeonetocooperatewithyou。Hadtoimplementanunpopulardecision。Tellmeaboutyourselfusingonlyone-wordadjectives。Ifyouhadtheopportunitytodothelasttenyearsofyourcareeroveragain，whatwouldyoudoPleaserankthefollowingfrommostimportantleast：jobduties,hours,distancefromwork,pay,workWhatdoyoudowhenthingsareslowatHowcanwebestrewardyoufordoingagoodTellmeaboutatimewhenyouwentoutonalimb”inajob。Howdoyouknowifyou’redoinggoodInwhatwaysdoyouandyoursupervisorthinkHowdoyougetalongwithAreyouabletopredictapeople’sbehaviorbasedonyourreadingofTellmeaboutatimewhenyourteammadeemotionaldecisionsabouttheproject。Whathappenedandhowdidyouhandleit?Tellmeaboutanoccasionwhentheteamobjectedtoyourideas。Whatdidyoudotopersuadetheteamofyourpointofvies?Asateamleader,howmuchtolerancedoyouhaveformistakesorfalse？Inotherwords,Ifateammemberwantedtodosomethinginawayyouwereconvincedwasamistake，howwouldyouweightheteammember’slearningexperienceagainstprotectingtheproject?Haveyoueverhadtoworkwithamanagerwhowasunfairtoyou，orwasjustplainhardtoworkwith?Pleasegivedetails。你是否曾經(jīng)不得不與一個(gè)對(duì)你不公平的上級(jí)共同工作？或者與一個(gè)非常不易于合作的上級(jí)共同工作？請(qǐng)具體談?wù)劗?dāng)時(shí)的情況？HaveyoulearnedmorefromyourmistakesoryourHowhasyourtoleranceforacceptingmistakesfromyoursubordinateschangedoveryearsYouwanttogoswimminginapool.Thewaterisalittlecolderthancomfortable.Areyouthetypeofpersonwhojumpsinordoyouwadein?Wheredoyouthinkthepowercomesfrominyourorganization?WhyHowwillyouhandletheleastinterestingorleastpleasanttasksofthisjobWhathaveyouheardaboutthecompanyordepartmentthatyoudon’tlikeIfyouweregoingtobefired，howwouldyoulikeyoursupervisortohandleitOnwhatoccasionsareyoutemptedtolie？Howhaveyoubeenanagentforchangeinyourcurrent（orlast）position？Yoursupervisortellsyoutodosomethinginamanneryouareconvincedisdeadwrong。WartwouldyoudoWhatwouldyoudoifeveryoneinyourdepartmentcalledinSayyoursupervisorleftanassignmentforyouinbox，thenlefttownforaweek。Youcan’treachhimyoudon’tfullyunderstandtheassignment。wantdoyoudo?Ifyouwereonamagazinecover，whatwouldthemagazinebeandwhatwouldtheheadlinesayFinishthissentence，“IknowIamtakingariskwhenCanyousuggestthreereasonswhymanholecoversareroundWhatwouldyoudoifyousawapeertakingofficesupplieshomeIsthereanythingpositivetobesaidaboutconventionalWhatdidyouaccomplishatworkthedaybeforeyesterdayindetailHowmuchmoneydoyouwanttobemakingfiverearsformnowHowwouldyoujustifyaraisetoyourcurrentHowwouldyoufeelifapersonreportingtoyoumademoremoneythanyouIfyouweretostartcollegeoveragaintomorrow，whatarethecourseyouwouldtake?whyBasedonwhatyouknowofthejobmarket,whichofyourcoursewerethemostuseful？TheIfyouarehiredforthisjob,howwillyouapproachthefirstthirtydaysLet’stalkaboutstandardsofperformance。Howwouldyoudescribeyourownstandardswhatwouldyoursubordinatessay?whatwouldyourbosssay?Somemanagersarequitedeliberateaboutsuchthingsascommunications，development，andmotivation。Doyouhaveexamplesofhowyouaddressedtheseareas?Somemanagersareshort-fusedandimpatientintheirreactions。HowwouldyoudescribeyourwonpatienceHowwouldyouhandleasubordinatewhodeliberatelywentaboutataskinawaythatcontradictedyourinstructionsyetwaswildlysuccessful?Areyoupreparedtofillinforsomeonewhohasdifferent，evenlower-DescribeatimewhenyouunfairlygotcaughtupinofficepoliticsWhatstrategiesdoyouemployforfindingcommongroundwithyourCanyougiveanexampleofhowyouareabletobepositiveaboutaproductevenwhendiscussingHaveyoufoundithelpfultotakemoteswhentalkingtoacustomer?HowIfIwereaprospect，whatcluesaboutmedoesthisofficegiveWhatstrategiesdoyouusetorepeatthecustomer’skeyconceptsbacktohimorherduringasalesHowdoyouturnanoccasionalbuyerintoaregularbuyerHaveyouevertakenoveranexistingterritoryordesk？whatwasthevolumewhenyoustarted?whatwasitwhenyouleft?WhathaveyoulearnedaboutusingsalesincentivestopromotesalesWhatstrategiesdoyouusetoplantquestionsinyourcustomer’smindWhenisitappropriatetoaskaprospect，“HowmuchdoyouwanttospendTellmeaboutatimeyouadjustedyourapproachtoaprospectbasedontheirbodylanguage。Tellmeaboutatimeyouadjustedyourapproachtoaprospectbasedontheirbodylanguage。Tellmeaboutatimewhenyoufollowedupwithareluctantprospectandstillfailedtogettheorder。Talkaboutatimewhenyouovercameyourownmentalblockorprejudicestomakeasale。CanyoutalkaboutasalesincentiveprogramthatmotivatedyouWhenwasthelasttimeyousentathank–younotetoacustomerHowdoyoutrytoshoweachcustomerthatheorsheisimportantWhenyoucold–callaprospect，whatobstaclesdoyouexpecttheclericalstafftoputinyourwayWhenyoutelephoneaprospect，whatstrategiesdoyouusetogetpastthesecretaryorreceptionistWheredoyoufindyourtelephoneleadsWhatdoyoudespiseabouttelephongsalesHowlongdoesitusuallytakeyoufrominitialcontacttosalesclosingTellmeaboutatimewhenyoualmostlostasaleandworkedhardtogetitbackWhatarethefivemostcommonobjectionsyoufaceandhowdoyoudealwiththemWhatwasthemostsurprisingobjectionyouhaveeverreceived，andhowdidyouhandleitDescribeasituationwhereyouhadtogoanextramileforacustomer。Atyourlast howoftendidyoutakeasurveyofcustomerWhatstrategieshaveyoulearnedtoencouragecustomerstopayonCanyoutellmeaboutadifficultcollectionproblemandhowyoudealtwithitWhatstrategieshaveyouevolvedtolistentoemotionalcustomerswithoutgettinghookedHowdoyoudealwithcustomerswhothinktheyarerightevenwhentheyarewrongHowhaveyouhandledcustomerswhotakeadvantageofsalessupportHowwouldyoucompareyouroralskillstoyourwrittenskillsCanyourecallatimewhenyoupersuadedsomeonewhoinitiallydisagreedwithyouofthecorrectnessofyourHowoftendoyoucommunicatewiththepersonwhoreceivestheoutputofyourDoyouhaveafavoriteinterviewingTowhatdoyouattributeturnoverWeknowthatfourthgenerationlanguages（4GLS）havemanybenefits，Whichofthesebenefitsdoyoufindmostcompelling?why?HowcanyoutellagoodprogramfromabadoneWell，basedonwhatwehavediscussed，howdoyoufeelaboutthisjobIsthereanythingyou’dliketoknowaboutthejobthatwouldhelpyouto-doitbetterthananyoneelsecouldIftherewereonereasonwhyweshouldselectyouovertheotherapplicants，whatwouldthatbeHowwouldyoudefineadifficultmanagerWhatarethethreemostsignificantthingsthatneedtobeaccomplishedinthispositioninthefirstyearandwhataremajorhurdles?ArethereanyaspectsofmybackgroundorskillsthatyouwouldliketohearmoreCanyoudescribeyourorganizationalcultureIseethatyoudonothaveverymuchorganizationalworkexperience.whatqualitiesdoyouhavethatespeciallyqualifyyouforthisposition?評(píng)價(jià)要素：組織建設(shè)人際合作評(píng)價(jià)要素：邏輯思維以散思維經(jīng)營(yíng)決策三、你最不喜歡與哪類上級(jí)或同事相處？你是怎樣與這類上級(jí)或同事相處的？ 分參與標(biāo)準(zhǔn)：依據(jù)以下幾個(gè)方面對(duì)應(yīng)試者進(jìn)行評(píng)分，表現(xiàn)良好者得高分。1、評(píng)價(jià)要素：督導(dǎo)指揮計(jì)劃指揮評(píng)價(jià)要素：督導(dǎo)指揮計(jì)劃控制評(píng)價(jià)要素：組織建設(shè)指揮控制十一、假如一個(gè)企業(yè)贏利不佳、資金緊張。如作為該企業(yè)的管理者，你應(yīng)當(dāng)采取哪些措施？評(píng)價(jià)要素：經(jīng)營(yíng)決策管理觀念評(píng)價(jià)要素：責(zé)任心進(jìn)取心評(píng)價(jià)要素：管理觀念邏輯思維評(píng)價(jià)要素：組織建設(shè)責(zé)任心進(jìn)取心（30天20天時(shí)工廠出現(xiàn)意外情況，按照目前的進(jìn)度要晚4天才能完成合同，這時(shí)你作為廠長(zhǎng)如何處理這件事？評(píng)價(jià)要素：督導(dǎo)指揮計(jì)劃控制評(píng)價(jià)要素：邏輯思維發(fā)散思維十八、假如你是市場(chǎng)營(yíng)銷部副經(jīng)理，請(qǐng)你對(duì)下面案例中的人物和事件發(fā)表評(píng)倫：小王把一次新產(chǎn)品推向評(píng)價(jià)要素：經(jīng)營(yíng)決策邏輯思維十九、請(qǐng)你從一個(gè)經(jīng)營(yíng)管理者的角度來(lái)分析，一個(gè)可持續(xù)發(fā)展的企業(yè)發(fā)展表現(xiàn)在哪些方面？ 1+11+12。請(qǐng)談一談你的看法。評(píng)價(jià)要素：組織協(xié)調(diào)邏輯思維21+12的原因：工作任務(wù)不明確，與組織目標(biāo)脫節(jié)，工作單調(diào)、乏味、缺乏挑戰(zhàn)性、環(huán)境惡劣、職責(zé)水表、獎(jiǎng)罰不明，員工感到報(bào)酬不均，缺乏安全感，知識(shí)技能、才華沒(méi)有施展的空評(píng)價(jià)要素：組織協(xié)調(diào)邏輯思維測(cè)評(píng)要素：人際協(xié)調(diào)人際合作測(cè)評(píng)要素：督導(dǎo)指揮計(jì)劃控制測(cè)評(píng)要素：督導(dǎo)指揮計(jì)劃控制評(píng)價(jià)要素：開(kāi)拓創(chuàng)新進(jìn)取心評(píng)價(jià)要素：計(jì)劃建設(shè)組織建設(shè)分參考標(biāo)準(zhǔn)：依據(jù)以下幾個(gè)方面對(duì)應(yīng)試者進(jìn)行評(píng)價(jià)，表現(xiàn)良好者得高分。1、評(píng)價(jià)要素：邏輯思 經(jīng)營(yíng)決評(píng)價(jià)要素：組織建設(shè)人際合作評(píng)價(jià)要素：組織建設(shè)邏輯思想評(píng)價(jià)要素：經(jīng)營(yíng)決策工作思路與內(nèi)容評(píng)價(jià)要素：組織建設(shè)人際合作評(píng)價(jià)要素：人際合作組織建設(shè)評(píng)價(jià)要素：人際合作組織建設(shè)評(píng)價(jià)要素：組織建設(shè)人際合作評(píng)價(jià)要素：計(jì)劃控 評(píng)價(jià)要素：組織建設(shè)人際合作 評(píng)價(jià)要素：經(jīng)營(yíng)決策管理觀念評(píng)價(jià)要素：組織建