散发人性道德光辉 沉淀人类管理智慧 Behavioural Selection Interview 行为面试技巧 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Workshop Objectives Workshop Objectives 课程目标 Recruiting a wrong candidate is a costly decision if the selection interview is not done properly. The purpose of this workshop is to provide you with a reliable and systematic approach to interviewing job candidates and making selection decisions to help you find the” right” person for the job. 如果面试甄选进行地不适当，招聘错误人选是代价昂贵的。此次课程的目标是提供给您一个可靠的和系统的方法来面试候选人、作出甄选决定，帮助您找到“正确”的人选。 At the end of the workshop, you will be able to : 课程结束时，您将可以： Understand the whole recruitment and selection process 了解完整的招聘和甄选过程 Identify the different phases and components of effective selection interview 了解面试甄选的不同阶段和组成部分 Prepare and ask behavioural questions to elicit job-related information 准备和询问行为问题来澄清与工作相关的信息 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Plan and conduct a behavioural selection interview based on selection criteria with confidence and skill 基于甄选标准自信地、技巧地计划和实施行为甄选面试 Apply effective interviewing skills and techniques 应用有效的面试技巧 Make more accurate hiring decisions Objectives of a Selection System 甄选系统的目标 An effective selection system should be able to achieve the following objectives : 一个有效的甄选系统能够达到以下目标： Valid 有效 Measure competencies (knowledge, skills and attitudes) which are important for job performance. 衡量对工作表现最重要的资质（知识、技巧和态度） Reliable 可靠 Accurate and consistent with same criteria used on all applicants for the same position. 对同一职位的不同候选人采取准确和一致的标准 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Fair公平 All candidates are treated equally and the interview is seen to be fair. 所有的候选人被平等地对待，面试做到公平 Practical 实用 Minimize labour and other costs (eg, advertising, interviewing time, training ) incurred in the whole recruitment and selection process. 减少整个招聘甄选程序的人力和其他成本（如广告、面试时间、培训） ATTRACT, HIRE AND RETAIN THE RIGHT PEOPLE 吸引、雇佣、保留最合适的人才分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Benefits of Good Selection 正确甄选的益处 For the Organization 对于公司 Places the right people in the right jobs which best utilize their skills and abilities 将正确的人才放在正确的位置，最好地应用他们的技巧和能力 Increase productivity 增加生产力 Reduce turnover and absenteeism 减少人才流失率和短缺 Reduce hiring costs 减少招聘成本 Enhance company image 提升公司形象 For the Manager 对于经理 Improve team morale 提高团队士气 Increase team effectiveness and productivity 增加团队有效性和生产力 The right employee requires less supervision and training 合适的雇员需要较少的管理和培训 Save time to hire and train the replacement 节省时间雇佣和培训替代者 For the Employee 对于雇员 Build self-esteem through ability to perform 通过表现能力建立自尊 Increase job satisfaction and morale 增加工作满意度和士气 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Promote teamwork and group interaction 促进团队合作和团队互动 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Common Selection Problems 常见的甄选问题 Here are some common mistakes made by interviewers and may therefore affect the effectiveness of the interview in selecting the right candidate. 以下是面试官通常发生的一些错误，会影响到面试中挑选正确候选人的有效性。 1. Comparisons to previous candidates 与以前的候选人进行比较 • Assessing an candidate in comparison to other candidates instead of comparing each candidate thoroughly with the selection critiera 对比其他候选人来评估一个候选人而不是将每个候选人与选择标准比较。 2. First Impression / Hearing what they want to hear 第一印象/听他们想听的 • Decision tends to be made early on in the interview. Research found out that the average “decision time” was made in the first four minutes. After that the decision predisposed the interviewer to perceive and accept information that supported their “decision”. 倾向太早做决定，研究发现一般的“决定时间”在头4分钟已做出，之后，该决定使面试官在观察和接受那些支持他们决定的信息。 3. Lack of Planning / Insufficient Preparation 缺少计划/准备不足 • Interviewers do not give sufficient time to plan for the interviewing questions or to review the background of the candidates. 面试官没有足够的时间准备问题和回顾候选人的背景。 4. Primacy and Recency 最早的和最后的 • The tendency to recall the first few candidates and the last few. Those in the middle become a blurred memory. 倾向于对头几位和最后几位记忆清楚，对中间的记忆模糊。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 5. Similar to Me 与我类似 • Seeking candidates who display the same qualities and background as the interviewers 寻找与面试官的背景和表现相似的候选人。 6. Insufficient knowledge of the job 对工作岗位没有足够的认知 • Some interviewers are not familiar with the requirements of the position and therefore fail to ask the appropriate job-related questions which give specific behavioural examples. 一些面试官对职位的要求不熟悉，因此并不懂如何询问与工作想适宜的行为问题，来让候选人给出特定的例子。 7. Overweighting negative information 过分看重负面信息 • A number of studies suggest that interviewers give more weight to unfavourable information than to positive ones. 研究表明相对于正面的信息，面试官更看重负面的信息。 8. Bias, prejudices and stereotyping affect judgement 偏见、成见和旧观念影响判断 • For example, some interviewers hold the view that secretarial post must be filled by female or married female are less willing to travel. 例如，一些面试官认为秘书职位必须由女性担任或认为已婚女性不愿出差。 9. Overweighting academic qualifications and technical skills 过于看重学术资格和技术上的技巧 • Interviewers generally seem to give most weight to academic achievements even in jobs where it is not as relevant as other factors (such as, interpersonal skills, teamwork, flexibility, etc). They therefore tend to focus on asking questions on technical skills but not on attitude or performance. 面试官似乎最看重学术成就，即使与工作的相关性不象其他因素（如人际技巧、团队合作、灵活性等）那样重要。因此他们倾向于问一些技术能力的问题而不是问有关态度和表现方面的问题。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 10. Take insufficient notes 记录不足够 11. Talk too much 说得太多 12. Interviewers use different standards for evaluating candidates 面试官用不同的标准评价候选人 13. Fail to establish rapport and make candidates feel comfortable and relaxed in the beginning of the interview 没能建立和谐的气氛，让候选人觉得轻松舒适地开始面试 14. Allow one characteristics to influence your judgement 让某一个特性影响您的决定 • The interviewer is so impressed by an candidate on one criterion that he or she will attribute positive qualities for all other criteria regardless of evidence. 如果某个候选人在某一标准方面表现出优异的品质，面试官往往印象深刻而认为该候选人在其他方面也有良好表现，因而忽视了去了解事实。 15. Pressure to Fill the Vacancy 填补空缺的压力 • When there is a need to fill a post urgently, interviewers might select candidate who does not fulfill requirements of the job (tend to lower their requirements). 当某一个职位需求的非常紧迫时，面试官可能会选择一个并不完全满足工作需要的候选人（趋向降低要求）。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 ÿw
散发人性道德光辉 沉淀人类管理智慧 What are the Cost of Poor Selection to – 不良甄选的代价是什么 K The organization 对于组织 K The manager 对于经理 K The employee 对于雇员 Components of Effective Selection Process 有效甄选程序的组成部分 I. PLANNING the Interview 面试计划 Competencies/ Selection Criteria 资质/甄选标准 Selection System 甄选系统 II. CONDUCTING the Interview 实施面试 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 ÿw
散发人性道德光辉 沉淀人类管理智慧 Data Gathering 数据收集 Behavioural Interviewing Techniques 行为面试技巧 III. EVALUATING and MAKING HIRING DECISION 评估作出雇佣决定分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 w
散发人性道德光辉 沉淀人类管理智慧 PLANNING THE INTERVIEW 计划面试 Conducting interview takes time. It is important that you, as the interviewer, plan the interview structure and prepare questions ahead of time. In this way, you can make best use of your time and be able to select the suitable candidate for the job. 面试是花时间的，对于一个面试官来说重要的是事先计划面试程序、准备问题。这样您可以最好地利用自己的时间，选择最合适的人选。 1. Analyse the job/ position to be filled 分析空缺职位 • Identify the specific tasks/ activities to be performed and laid down in the job description 确定职位说明和其中特定任务和行动 2. Define the competencies (knowledge, skills, behaviours and attitudes) required for successful performance of the target job 确定胜任目标职位的资质要求（知识、技巧、行为和态度） 3. Decide the selection method(s) 确定甄选方法 • Telephone screening 电话筛选 • One-to-one interview 一对一面试 • Panel interview 小组面试 • Simulations/ tests 模拟/测试 • Reference check 背景调查 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 4. Decide the persons/ departments to conduct the interview 决定参与面试的人员/部门 5. Prepare interview questions / interview guide 准备面试问题/面试规则 6. Shortlist the candidates 确定最后的候选人名单 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Planning the Interview – Identifying Job Competencies 计划面试---确定职位资质要求 What is Competency ? 什么是资质！ Competencies are a combination of observable and applied Knowledge, Skills and Behaviours required for success in a particular job. 资质就是针对某项特定工作而需要的可观察到的和可应用的知识、技巧和行为的组合 They are the targets for collecting and evaluating data throughout the selection process. 资质是甄选过程中收集和评估信息的核心 Benefits of using Competencies 应用资质模型的益处 Same critieria used for all candidates 对所有候选人使用同一标准 Interviewers focus on most important job-related areas, will not be overly influenced by unimportant areas 面试集中在最重要的与工作相关的方面，而不会被一些不重要的方面影响 Keep interviewers from jumping to quick decision based on partial data collected 防止面试官基于片面信息作出草率的决定 Ensure candidate information is collected 确保有效地收集候选人的信息 Methods for Defining Job Competencies/ Selection Criteria 确定职位资质/甄选标准的方法 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Review of job descriptions and other written sources of job information 回顾职位说明和其他的书面的有关工作的信息资源 Interview with job incumbents and their supervisors 与在职的相关职位的人员和他们的主管面谈 Focus Group meeting 项目小组会议 Survey or checklist 问卷调查和检查表 On the job observation of incumbent performance 观察在职相关人员的工作表现 Analysis of work samples 分析工作实例 Job Analysis 工作分析 CONDUCTING THE INTERVIEW 实施面试 Data Gathering 数据收集 Once you know what to find out in the interview, the next step is to how to obtain this information. One of the most reliable and accurate way to determine if the candidates possess the qualities required for the job is to collect and analyse examples of how they have performed in similar situations in the past. 一旦您知道需要在面试中得到什么信息，下一步就是如何得到这些信息。如果要知道候选人是否具有工作所需的能力，最可靠和准确的方法之一是去收集分析他们在过去类似的情况下是如何表现的。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 “The best predictor of future performance is past performance.” 预见将来表现的最好方法就是了解过去的表现 Benefits of Assessing Behaviours 评估行为的益处 Capability to do in the past predicts what the candidates can do in the future 过去做事的能力可以预见将来能做什么 Produce relevant, factual information on what the candidates did before. 候选人过去做了什么能得到相关的、事实性的信息 Eliminate irrelevant or discriminatory questions. 消除不相关的、偏见的问题 Avoid the common pitfalls of letting one characteristics guide your decision. 避免一个常见的错误，就是让某一个特点过分影响您的决定 Prevent personal impressions from affecting your evaluation. 避免个人印象影响评估 Limit the possibility of candidates fooling you by giving fake information. 减少给候选人的假信息欺骗的可能性 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Elements of complete behavioural examples 完整行为实例的要素 To get a complete account of the candidate’s behavours, we have to look for the following behavioural information in order to predict fairly and accurately how a candidate would perform on the job. 为了对候选人的行为做一个全面的了解，我们必须了解以下的行为信息以公平地、准确地预见一个候选人将来在工作中的表现。 1. The kind of situation the candidate has faced or task taken; 候选人曾经面对的或执行过的任务的情况 2. The kind of action(s) the candidate has taken/ said or Not taken, in response to the situation; and 对于相关情况，候选人采取过的/没采取过的行动 3. The result / impact of the action taken, or not taken. 采取行动的或没有采取行动的结果/影响 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Interviewing Techniques 面试技巧 Successful selection interview requires lots of tact and skills. Here are some basic interviewing skills that can help you to conduct an effective selection interview. 成功的面试需要很多机智和技巧，以下基本的面试技巧能帮助您进行有效的面试。 1. Using Interview Guide 使用面试指导 2. Asking Behavioural Questions 询问行为问题 3. Listening Skills and Taking Notes 聆听技巧和做记录 4. Watching and Using Non-Verbals 观察和使用非语言信息 5. Establishing Rapport 建立和谐的气氛 6. Managing the Interview 管理面试分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Conducting Interview using an Interview Guide 使用面试指导进行面试 Benefits of using Interview Guide使用面试指导的好处 It helps to ensure a job-related and structured process 确保与工作相关的、有结构的程序 Applicants tend to perceive the structure an indication of your competence. 候选人倾向于通过面视结构了解你的能力 Applicants tend to perceive the structure as promoting fairness. 候选人倾向于通过面视结构了解面视的公平性 The guide keeps the interviewer and the applicant from going off track. 保证面试官和候选人不会走题 The guide helps the interviewer control the amount of time devoted to each topic. 帮助面试官控制每个话题的时间 Key Features of an Interview Guide 面试指导的主要特征 1. Instruction for preparing the interview 准备面试的指导 2. An outline for opening the interview 开始面试的要点 3. An review of the applicant’s background 回顾候选人背景 4. A list of competencies to be assessed in the interview 面试中需要评估的资质列表 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 5. Questions associated with each competency 与每种资质相关的问题 6. An outline for closing the interview 结束面试的要点 7. Scoring guides for each question 每个问题的评分标准 8. Note taking and rating forms 做记录和评价表 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Preparing for the Interview 准备面试 The best interview starts with preparation. The arrangement you make, from eliminating potential distractions from the interview to thoroughly reviewing candidate’s background before the interview, can set the tone for the interview itself. 最好的面试开始于准备。面试前作出的安排，从而消除潜在的干扰到彻底回顾候选人的背景，已经给面试定下了基调。 F Find a private room with comfortable physical setting 找到一个环境舒适的安静的房间 Your office or a conference room provides an atmosphere that helps candidates relax and talk more openly. 您的办公室或会议室的气氛可以帮助候选人放松并营造更开放的沟通环境。 F Review the candidate’s resume and application form 回顾候选人的简历和工作申请表 Look for previous jobs, experience and training that are most relevant to the job. 寻找与目标职位最相关的过往的工作、经验和受过的培训 Highlight gap in employment and areas you are unclear. 标注你不清晰的工作经历和工作领域 List them as subjects for the background review. 列出来作为背景回顾的主题 F Review the requirements (skills, knowledge and behaviours) for the target job 回顾目标职位的要求（技巧、知识和行为） Determine the interview questions relevant to the job and the candidate’s background. They should seek information about a candidate’s experiences, specific action the person took, and the results achieved. 决定与工作和候选人背景相关的面试问题，了解与候选人经验、采取的特别的行动、达到的结果的信息。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Add any additional questions you may need, such as questions on the candidate’s specific technical and professional qualifications. 增加您所需要的问题，例如候选人特别的技巧和专业的资格。 F Prepare Yourself 自我准备 Have a quiet 5 minutes before the interview 面试前安静5分钟 Eliminate potential distractions, eg, phone calls and employee who interrupt with problems 消除潜在的干扰，如，电话和员工有事干扰 Be on time 准时 Opening the Interview 开始面试 F Greet the candidate 问候候选人 • Introduce yourself by name and title 介绍自己的姓名和职位 F Explain the interview purpose, which is 解释面试目的 • To acquaint the interviewer and candidate 让面试官和候选人相互熟悉 • To learn more about the candidate’s background 了解更多的候选人的背景 • To help the candidate understand the position and the organization 帮助候选人了解相应职位和公司 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 F Describe how the interview will be conducted 描述面试进行的程序 Cover these points : 注意以下几点： • You will briefly review previous experience and education 简单地回顾以前的经验和所受教育 • You will ask questions about how the candidate has behaved in the past job-related situations 询问候选人在过去的相关的工作情况如何处理 • You will provide information about the job and organization 提供职位和公司的信息 • The candidate will have a chance to ask questions 给候选人机会问问题 • You will be taking notes 做记录 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • Asking Questions 提问 The purpose of an interview is to get the candidates to talk about their previous work experience and to give examples from their past jobs. As an interviewer, you should ask questions that can elicit information and evidence in relation to the competencies or selection criteria for the position. 面试的目的是让候选人谈论他们以前的经验并举例。作为面试官，提问问题要能得到与职位的甄选标准和资质相关的信息和证据。 1. Closed Questions封闭式问题 Closed questions ask for specific information and can be answered only with “yes” or “no”. It begins with “did”, “have”, “do”, “would” and “are”. These questions limit the amount of information you obtain and put pressure on the interviewer to keep the session moving forward. 封闭式问题是问一些特定的信息，仅能用“是”或“不是”来回答的。这些问题得到的信息有限，会给面试官压力要不断地继续提问。 Closed questions may be used to ascertain factual information, to clarify a particular point or to summarize candidate’s response. 封闭性问题用于探知事实性的信息，用以澄清特定的问题或总结候选人的回答。 Examples :例如： • “Did you enjoy working on your last project ?”你喜欢以前的工作项目吗？ • “Have you worked with people from different nationalities ?”你曾经与来自不同国家的人一起工作过吗？ 2. Theoretical / Hypothetical Questions 理论性的/假定的问题 This type of question can only give you information regarding the candidate’s likely reaction to a given situation or what they think they should do. This does not necessarily reflect what a person does in practice on the job. It should therefore be avoided unless you have a specific purpose in asking this type of questions, eg, testing cognitive knowledge. 这类问题仅仅能得到关于候选人对某些情况的可能的反映或他们想他们应该做什么的信息。未必反映一个人在工作中实际回会做什么。因此要尽力避免，除非你有特别的目的问这类问题，如测试认知知识 Examples :举例 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • “What do you think is the best approach to getting along with others who are very different than you ?”你认为什么是同与你非常不同的人相处的最好办法？ • “How would you react if a customer loses his temper and acts impolitely in front of your counter ? “如果一个客户在你面前发脾气并表现的不礼貌你会如何反应？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 3. Leading Questions 引导性问题 Leading questions tend to lead an applicant to answer in the way he/she perceives is desired by the interviewer and should therefore be avoided. 引导性问题会令候选人猜度面试官所期望的答案而回答问题。因此应尽力避免。 Examples :举例 • “I imagine you found to be a team leader is very fulfilling ?”我想你认为自己能成为一个称职团队领导吗？ • “Do you work well with people ?”你与他人合作得好吗？ 4. Behavioural Questions 行为问题 Behavioural questions are open-ended questions designed to gather information relevant to the selection criteria by having candidates identify what they actually did in similar situations, tasks in the past. 行为问题是开放式问题，通过确定候选人在相似的情况下和任务下过去曾是如何做得，来收集与甄选标准相关的信息。 Applicant will have problems answering if he/she has not been in this situation before. 候选人如果在过去没有处理过相似的情况就较难回答该问题。 Examples : 举例 • Teamwork 团队合作 “Give me an example of a time you had to take the lead with your work group to get a task done. How did you get cooperation ? ” 举例说明你过去曾领导一个团队去完成一项任务，你是如何得到大家合作的？ • Tolerance for Stress 承受压力 “Can you tell me a recent situation where you have to deal with more than the usual amount of stress ?”你能否说出最近在什么情况下你要面对超常的压力？ 5. Probing / Follow-up Questions 探索性问题/跟进问题 Probing questions are used to follow-up to the answer on a previous behavioural question to pin down the missing part of a complete behavioural example, eg, action, the situation or results. 探索性问题用于跟进前面的行为问题来防止丢失完整行为实例的某些信息，如行动、情况、结果 Examples 举例： • “Exactly what did you do to resolve the conflict you have just mentioned ?” 请详细地说明你是如何解决你刚刚提到的冲突的？ • “How did the coworker respond to this behaviour ?” 这位同事对此行为如何反应？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 Ýw
散发人性道德光辉 沉淀人类管理智慧 • “How did you cope with the situation.” 你是如何处理这种情况的？ Examples of Behavioural Questions 行为问题举例 Questions relating to a specific situation or task 与特定情况或任务相关的问题 Describe what led up to ….. 请描述是什么导致…? Could you give us a specific situation in which you used …..approach ? 你能举出特别的事例你运用…方法？ What caused you to …..? 什么导致你…? Why did you …..? 为什么你…? When was that ……? 什么时候出现…? Describe a situation in which you …….? 描述一个情况你曾经…? What was the circumstances surrounding ….. ? 周围情况如何…? Questions relating to specific Action ? 与特定行动相关的问题 Exactly what did you do ? 具体你做了什么？ How did you react … ? 你是如何反应的？ What was your part in the project, and how did you handle it ? 你在项目中的角色是什么，你是如何做的？ Take us through the steps you took to …? 仔细说明你采取的每一步？ What did you say ? 你说了什么？ What did you do first …. second ….? 你先做什么，然后又做什么？ Questions relating to specific Result ? 与特定结果相关的问题 How did it work out ? 它是如何做出来的？ How did …affect ….? 如何影响…? 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 What problems/ successes resulted from ….? 产生什么问题/成果…? How did you know that what you did was effective ? 你如何知道你做的是有效的？ What feedback have you had regarding… ? 关于…你得到什么反馈？ How was the outcome of … directly related to what you did ? 结果与你所做事的有什么直接的联系？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Exercise on Behavioural Questions (1) 行为问题练习 Rewrite the following into behavioural questions : 将以下的问题改写为行为问题： 1. Imagine that you have a busy schedule and a rush job comes in from a major customer, how would you handle it ? 想象你工作已经很忙，日程紧张，这时来了一个主要的大客户给了一个紧急的任务，你将如何处理？ 2. How well do you accept criticism ? 你是如何很好地接受批评的？ 3. How would you handle customer complaints ? 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 你是如何处理客户投诉的？ 4. Do you like to work in a team ? 你喜欢在团队中工作吗？ 5. How would you deal with uncooperative team member ? 你是如何处理那些不合作的队员的关系的？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Exercise on Behavioural Questions (2) 行为问题练习 Identify 4 to 5 behavioural questions on the following competency. 就以下的资质确定4-5个行为问题 Competency : Customer Focus 资质：客户导向 Definition : Building productive customer relations, with internal and external customers; seek to identify, meet or exceed customer needs; determined to provide prompt and efficient service; take complaints seriously; follow-up with customers to ensure their needs have been met. 定义：与内外部客户建立良好的客户关系，致力于了解，满足甚至超越客户需求；提供迅速和有效的服务；严肃地对待投诉；跟进客户保证其需求被满足。 Planned Behavioural Questions :- 计划行为问题： 1. 2. 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 3. 4. 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Additional Notes on Asking Behavioural Questions 询问行为问题的额外提示 F Start with the positive 从正面的开始 − Give candidates the opportunity to talk about successes first. They may then be more willing to talk about their failures. 给候选人机会先谈论他们的成功之处，然后他们会更加愿意谈论他们的失败。 F Ask some negative questions 问一些负面的问题 − The interviewee is motivated to give as many positives as possible about his or her skills . To get a balance picture on the candidate’s ability against a certain selection criteria, it is important to ask questions which will provide evidence about mistakes, weaknesses or problems in the past. 候选人会尽可能多的提供有关他们能力的正面评价。为了就某一甄选标准做一 个平衡的评估。很重要的就是提问一些有关过去的错误、弱点的问题。 − Example : “Can you give me an example where you failed to convince your boss on one of your ideas ?”举例：能否举一个事例说明你曾没能说服你的老板接受你的建议？ F To get the behavioural incidents where a candidate may not have done so well, begin with a rationale for the question. 先阐明普遍原理，然后询问一些候选人做得不是特别好的行为事例。 − Example : “We have all had situations where stress has gotten to us. Can you describe one such incident that happened to you ?” 举例：我们都会有遇到压力的情况，你能描述一次你遇到压力的情况吗？ F Make sure you get the candidates to identify actions rather than feelings or opinions. 确保你让候选人说明的是行动而不是感觉和观点。 F Do not combine two selection criteria into one question 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 不要将两个甄选标准混合在一个问题里。 F Interview questions should aim at eliciting information, not intimidating or catching candidates out. 面试问题目的在于澄清信息，而不是威吓候选人或挑候选人的错。 − Encourage an candidate to talk more by using non-verbal (eg, head nod) or phrases like “go on”, “ tell us more” etc. 通过非语言信息（如点头）或短句“继续”,“说更多一些”来鼓励候选人多说 F Avoid general hypothetical questions but encourage answers based on the candidate’s past behaviours. 避免一些假设性问题，鼓励候选人用过去的行为表现来回答。 F Collect at least a few incidents for each competency/ qualification assessed 对每一个要评估的资质/资格至少要收集几个事例。 Listening Skills and Note Taking 聆听技巧和记录 Having asked the right questions does not mean that the interviewer can get the information required. Here are some tips that can improve our listening skills during the interview. 询问正确的问题并不表示一定能得到想要的信息。以下是在面试中聆听的技巧。 Do not make hasty judgement.标不要草率地作决定 Take notes 做记录 ? Record key words and pertinent information 记录主要的字眼和相关的信息 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 ? Take notes openly 大方地做记录 ? Use personal shorthand 应用个人速记 ? Take notes on sensitive or negative information carefully 记录一些敏感的或负面的信息时要谨慎 Do not interrupt 不要打断候选人 Listen to both verbal and non-verbal message 聆听语言和注意非语言信息 Summarize periodically to check understanding 定时小结并检查是否准确理解 Paraphrase to reflect facts and feelings 解释并反馈事实和感觉 Allow Silence (give 5 – 10 seconds for them to think) 允许沉默（给他们5-10秒思考） Listen 80% of the time and Ask Questions 20% of the time ! 80%的时间听，20%的时间问问题 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Watching and Using Non-Verbals 观察和使用非语言信息 Apart from the ability to read and respond to the non-verbal signals of the candidates, the interviewer should also use positive body language to establish rapport and make the candidates feel relaxed. 除了对候选人的非语言信息观察和作出反应外，面试官要用积极的身体语言建立和谐的气氛，让候选人感到轻松。 Positive Non-Verbals to Use 积极的非语言信息的使用 Non-verbal behaviours非语言行为 Meaning意思 Lean Forward 探身过来 J Interested 有兴趣 J Concentration 集中精力 Lean backward 向后靠 J Taking time to think要时间考虑 J Invite expansion 欢迎展开 Nodding Head 点头 J Understand and agree 明白和同意 J Listening 聆听 Smiling 微笑 J Enjoy the other person’s talk 欣赏他人的谈话 J Listening and interested 聆听并有兴趣 Negative Non-Verbals to Avoid 避免负面的非语言信息 Non-verbal behaviours非语言行为 Meaning意思 Sitting on the edge of the chair L Not interested in what is said 坐在椅子的一边 对所说的不感兴趣 L Eager to leave 着急离开 Head down 低头 L Not interested 不感兴趣 L Lack of confidence 缺少自信 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 ÿw
散发人性道德光辉 沉淀人类管理智慧 Shifting position continually, avoiding L Not relaxed 不放松 eye contact L Disgreement 不同意 不断地移动位置，避免眼神接触 Scratching head 挠头 L Uncertain 不确定 L Lack of confidence 缺乏自信 Crossed arm and leg 交叉手和腿 L Negative and defensive 负面的和防卫的 Rapid blinking or clear the throat L Feeling nervious 感到紧张 repeatedly 迅速地眨眼或清嗓子 L Lying 说谎 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Establishing Rapport 建立和谐气氛 Benefits of establishing rapport with candidates : 与候选人建立和谐气氛的益处： Help candidates feel relaxed and at ease to talk, especially on negative examples 帮助候选人放松和容易交谈，特别对于负面的例子 Relaxed candidates reveal more information about themselves, even on mistakes or failures. 放松的候选人会提供更多的信息、甚至是一些过往错误和失败 Promote a positive image of the organization 促进公司的正面形象 Build Rapport and Positive Atmosphere by : 用以下方法建立和谐和积极的气氛： Greeting the candidates and introducing yourself in the beginning of the interview 面试开始时问候候选人并自我介绍 Calling them by their name (correctly) （正确地）称呼他们的姓名 Maintaining candidate’s self-esteem when they cannot recall incidents 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 ÿw
散发人性道德光辉 沉淀人类管理智慧 当候选人记忆不起时，保持他们的自尊 Using positive non-verbals 使用积极的非语言信息 Compliment candidate for their impressive experience or accomplishment 赞扬候选人的优异的经验和成就 Responding with empathy on candidate’s positive and negative feeling 对候选人正面或负面的感情表示理解 Engaging in small talk before getting down to business 在进入正题前先聊点其他 Starting off with specific fact finding questions that are easy to answer and unlikely to be stressful 开始询问一些事实性的问题，容易回答，不会有压力 Don’t give them negative feedback concerning their answers 对于候选人的回答不要给负面的反馈 Treat Candidate with RESPECT 尊重候选人 Managing the Interview 管理面试 The interview’s objective is to gain as much job-related information as possible within a short period of time. It is therefore necessary to have a tightly controlled interview to cover all the planned behavioural questions and give candidate an opportunity to share their experience fully. 面试的目的是在最短的时间内得到尽可能多的信息。因此有必要对面试进行紧密的控制以涉及到所有的行为问题并给候选人充分分享经验的机会。 Here are some tips to managing the interview : 以下是管理面试的一些技巧： Allow at least 30 to 40 minutes for an interview and more time for senior position 面试至少需要30-40分钟，越高级的职位时间越长 Create a timetable and estimate how long it should take to cover each part of the interview. 建立一个时间表并估计每一部分需要的时间 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Keep the timetable with you during the interview so you will know how to pace the interview and whether you need to cut any areas short. 将时间表带在身边，让你保持面试的步调，并知道是否需要缩短某些方面的时间 Explain the structure of the interview to the candidate very early in the interview 面试开始时解释面试的程序 Use procedural suggestions to politely interrupt an candidate who talks too much that you need to move on to other areas 当候选人说得太多时，使用程序化的建议礼貌地打断候选人并进入下一部分 If candidate gives lengthy and rambling answers, ask close-ended question to get shorter example. 如果候选人给出冗长的和零散的回答，问一些封闭性问题来得到简短的例子 Ask follow-up questions if the candidate talks too little 如果候选人说得太少，询问跟进性提问 Check your understanding by asking close-ended questions or paraphrase 询问封闭性问题来检查自己是否明白 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Closing the Interview 结束面试 To conclude the interview, a professional interviewer will cover the following points : 专业的面试官应该在面试总结中包含以下几点： 1. Review your notes and ask additional questions, if necessary. 回顾记录，如果必要的话，问一些额外的问题 2. Advise candidate that the formal questions are finished 告诉候选人正式的提问已结束 3. Provide information on the position and organization (to sell your company) 提供公司和职位的信息（推销你的公司） Provide realistic and balanced viewpoint of the job and the organization 提供有关公司和职位的真实的和平衡的观点 Be positive, yet honest, about negative aspects of the job 对工作的负面部分要用正面、真诚地对待 4. Invite questions or ask candidate whether he/she has anything further to add 欢迎提问或问候选人有什么需要补充的 5. Advise the candidate of the next steps in the selection process and when he/she can expect notification of the status 告诉候选人甄选过程的以下的步骤和什么时候他/她可以得到消息 6. Thank the candidate for taking the time to attend the interview 感谢候选人抽空参加面试 Give candidate a good impression on you and the company 让候选人对你和公司有一个良好的印象分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建 ÿw
散发人性道德光辉 沉淀人类管理智慧 EVALUATING DATA评估数据 The last step in the selection process is to evaluate data gathered from the interview. 甄选的最后步骤是评估得到的数据 Steps in Data Evaluation 数据评估的步骤 1. Look at your interview notes and highlight complete behavioural examples 浏览面试记录，标注完整的行为例子 2. Decide which competency / selection criteria the behavioural example best illustrates 确定行为事例最能体现哪个资质/甄选标准 3. Identify each complete behavioural example as either positive or negative 确定每个行为事例的正面性或负面性 • Consider the result of the action, was it a positive result or does the result reflect badly on the candidate by indicating a lack of skill or knowledge ? 关注行动产生的结果，是正面的结果或是该结果反映出候选人在某方面缺乏技巧或知识？ 4. Rate each competency area using numerical rating scale 给每项资质进行评分 • from 1 (unacceptable or below criteria required for job) to 5 (exceptional or significantly exceed criteria for successful job performance) 从1（不可接受或在标准之下）到5（远远地超出所需的标准） 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 5. Share data with other interviewers to arrive at consensus on the hiring decision 与其他面试官共享信息以达成一致的雇佣决定 • Make sure all interviewers understand the meaning and intent of the rating scale and how it will be used 确保所有的面试官理解评分的意义和意图以及如何应用 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Additional Notes on Data Evaluation 数据评估的额外提示 Conduct the data evaluation immediately after the interview 面试后马上进行评估 More weight should be given to behaviour which is more significant, recent , relevant and shows a consistent trend 要更重视那些重大的、最近的、相关的和表现出一贯性的行为 When making final decision on the situablity of the candidate to the post, try to consider the following – 最后决定候选人对职位的合适性时，尽量考虑以下方面： • Relative importance of the competency against other competencies 相对其他资质更重要的资质 • Trainability of the competencies 资质的可培训性 Establish a “no opportunity” rating and use it when you were not able to collect data on a certain skill area, or if the candidate never had the opportunity to gain experience in that skill. 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 建立一个“没有机会”的评分级别，用于当针对某一能力方面收集不到数据，或候选人从来没有机会得到该方面的能力的时候 Each rating must be supported by behavioural evidence provided somewhere in the selection process. 在甄选过程中每一个评分级别都必须有行为证据来支持分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Appendix 1 :附录1 List of Competencies with definition 资质定义表 Competency Name Definition 资质名称 定义 Adaptability 适应能力 Handle day-to-day work challenges confidently; is willing and able to adjust to multiple demands; shifting priorities, ambiguity, and rapid changes; show resilience in the face of constraints, frustrations, or adversity; demonstrate flexibility. 自信地处理每天的工作挑战，愿意和能调整自己适合多种要求；调整优先次序、灵活、迅速适应变化；在受到约束、挫折和逆境时表现出韧性和灵活性。 Analysis and Problem Gather relevant information systematically; consider a broad Solving range of issues or factors; grasp complexities and perceive 分析和解决问题的能力 relationships among problems or issues. 系统地收集相关信息；考虑问题全面和注重各种因素；抓住复杂事物的关键，洞察问题之间的关系。 Building Relationships Relate to others in an open and accepting manner; initiate and 建立关系 develop relationships with others as a key priority; treat others with respect; address prejudice and other intolerant behaviour in others; is approachable. 以开明和接纳的方式对待他人，主动发展与他人的关系；尊重他人；开明地对待他人的偏见和偏狭的行为；容易接近。 Communication Speak clearly and concisely; express self well in group and 沟通能力 one-to-one conversations; demonstrate attention to and convey understanding of the comments and concerns of others; adapt style and tone to fit the audience. 表达清晰、简练；在小组和单独谈话中能很好地表达自己；留意他人的评价和想法，并能表示理解；根据听众的不同情况来调整自己的风格和语调。 Continuous Learning Learn from experience; take initiative to learning new skills; 持续学习能力 seek feedback and accept feedback with open mind; modify behaviour in light of feedback. 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 从经验中学习；主动学习新的技巧；寻求反馈，开放地接受他人的反馈；根据反馈意见改善自己的行为。 Customer Focus Anticipate and identify customer needs; respond to customer 客户导向 needs promptly; develop effective working relationships with internal and external customers; continuously search for ways to increase customer satisfaction. 预见和确定客户的需求；对客户需求迅速地作出反应；与内外部客户建立有效的工作关系；持续地寻求增加客户满意度的方法。 Decision Making Make timely and sound decision; makes decisions under 决策 conditions of uncertainty; evaluate short-term and long-term consequences when making decisions. 作出及时、合理的决策；在不确定的情况下作决策；作决策时会预估短期和长期的结果。 Developing Others Set high standard for self and others; provide new and 发展他人 challenging assignments, even if there is a risk involved; support the development of others by giving specific and timely feedback, both on positive behaviours and areas for improvement; willingly share knowledge and experience with others; collaborate with colleagues to formulate sound development plans. 给自己和他人设立高的标准；提出新的和有挑战的任务，甚至可能冒一定的风险；对他人的良好的行为和需要改善的行为给予及时的和准确的反馈，以帮助他人发展；愿意与他人分享知识和经验；与同事协作，作出合理的发展计划。 Initiative and Drive Strive to attain results; convey a sense of urgency and drive 主动性和驱动性 issues to closure ; persist despite obstacles and opposition; pursues challenging goals and work hard to achieve them. 努力达成结果；有紧迫感，让问题尽快结束；坚持不懈尽管有障碍和反对；追求有挑战的目标和努力达成目标。 Innovation and Generate and champion new ideas and initiatives; goes beyond Creativity the status quo; evaluate new or modified approaches and ideas 创新和创造力 with an open mind. 产生和支持新的思想和主动行动；超越现状；开明地评估新的或变化过的方法和观点 Managing Conflicts Bring substantive conflicts and disagreements into the open and 冲突管理能力 attempt to resolve them collaboratively; strive for win/win solutions. 将较大的冲突和分歧公开，尽力协助式地解决问题，努力做到双赢。 Ownership/ Ability to start and persist with specific courses of action while Commitment to Task exhibiting high motivation and a sense of urgency; overcome 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 主人翁精神/对任务的承obstacles to accomplish goals; make repeated attempts to meet 诺 objectives; willing to make personal sacrifice in order to reach goals. 坚持不懈地努力，表现出高昂的斗志和紧迫感；克服困难，不断努力达成目标；为了达到目标愿意作出个人的牺牲。 Planning and Develop plans that are appropriately comprehensive, realistic, Organizing and effective in meeting goals; accurately assess resource 计划和组织 needs; develop contingency plan if necessary. 作出合理、真实和有效的计划以实现目标；准确地评估所需资源；必要的话准备后备计划。 Time/ Work Allocate own time efficiently; handles multiple demands and Management competing priorities; eliminates inefficiencies; conducts 时间/工作管理 effective meetings. 有效地分配自己的时间；处理多项要求和协调优先次序；消除低效率；组织有效的会议 Team Leadership Foster an understanding of the team’s mission and value to 团队领导 organizational objectives; provide appropriate direction and clarifies roles and responsibilities with team members; makes optimal use of other’s skills; celebrate team accomplishments. 培养团队理解团队相对公司目标的使命和价值；指引清晰的方向，清晰团队成员的角色和职责；最佳的运用每个人的能力；庆贺团队的成就。 Team Work Show commitment to team objectives; value each person’s 团队合作 contribution to the team; encourage the participation and involvement of everyone on the team; contribute own fair share of effort to the team’s work. 展现团队目标的承诺；珍视每个人对团队的贡献；鼓励每个队员的参与；对团队工作贡献出自己的努力。 Technical/Functional Possess up-to-date technical knowledge; is regarded as an Expertise expert in the technical/functional areas; present technical 专门技术 information in easily understood terms. 拥有最新的技术知识；被认为是某技术/功能方面的专家；以清晰简洁的方式传达技术信息。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 Appendix 2 : 附录2 Examples of Behavioural Questions on different competencies 不同资质的行为问题举例： 1. Ability to work under pressure 能够在压力下工作 2. Analytical and Problem Solving Skills 分析和解决问题技巧 3. Attention to Detail / Work Management 注意细节/工作管理 4. Building Working Relationship 建立工作关系 5. Customer Focus 客户导向 6. Decision Making 决策能力 7. Flexibility / Adaptability 灵活性/适应性 8. Goal Orientation / Persistence 目标方向/韧性 9. Innovation 创新能力 10. Planning and Organizing 计划和组织能力 11. Teamwork 团队合作 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 CUSTOMER FOCUS 客户导向 • Give me an example of how you have developed rapport with customers in the past. 举例说明过去你是如何与客户建立和谐关系的。 • Tell me about a situation when you became frustrated with a customer. What did you do ? 举例说明当客户给你难堪时，你是如何处理的？ • Describe a time when you made a special effort to treat a customer in a way that showed your respect for the customer. 描述某一次你作出特别的努力，来表现对客户的尊重。 • Tell me about a time when you went out of your way to respond to a customer’s request. 举例说明你曾不怕麻烦地回应客户的要求。 • Give me some examples of when you had to work with difficult customers. Why was that person difficult? How did you handle the person ? 举例说明你不得不与一些麻烦的客户打交道，为什么对方很麻烦，你是如何处 理的？ • Tell me about a time when you successfully handled a difficult customer. 举例一个事例说明你曾成功地处理过一个麻烦的客户。 • What was your reaction the last time a customer lost his/her temper ? 最近一次你的客户发脾气，你是如何反应的？ • Sooner or later, we all have to deal with an internal/external customer who has unreasonable demands. Think of a time when you had to handle an unreasonable request. What did you do ? 或迟或早，我们都会不得不处理一些内部或外部客户提出的不合理的要求，举例 说明一次您遇到的类似情况，你是怎么处理的？ • Tell me about a time when you built rapport with a customer, even though it was difficult and the odds were against you. 举例说明一次在很困难的情况下，你与客户之间建立了亲密的关系。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 TEAMWORK 团队合作 • Give me an example of a time you had to take the lead with your work group to get a task done. How did you get cooperation ? 举例说明你作为团队领导带领大家完成一项任务，你是如何让大家合作的？ • What did you do to support your coworkers in your last job ? Give me a specific example of a time when you helped a coworker. 在过去的工作中你如何支持你的同事？举例说明你是如何帮助你的同事的。 • How did you get cooperation from other departments (vendors, customers ?) Give me an example. 你是如何取得其他部门的合作的（供应商、客户）？举例说明。 • Tell me about one of the toughest groups you had to get cooperation from. What did you do ? 举例说明你曾经要取得一个很难相处的小组的合作，你是怎么做的？ • Describe a project you worked as a team member. How did you contribute in completing the work ? 举例说明你作为一个团队成员，你是如何为团队作出自己的贡献的？ • Describe a situation where a project needed to be completed and members of the team did not get along. What action did you take to accomplish your goal ? 描述一个你曾参加的项目中团队成员不能良好地合作，你采取了什么行动令目 标得以达成？ • Tell me about a time when you had to work out a compromise solution. How did you approach it ? What was the result ? 描述一次你不得不采取一种折衷的方案，你是如何进行的？结果怎样？ • Give me an example of a time when you confronted a negative attitude successfully with the result of building teamwork and morale. 举例说明你曾成功地处理负面的态度，并建立起团队合作和士气。 • Describe a time when you used suggestions from others to build team commitment. 举例说明一次你曾运用他人的建议来达成团队的承诺。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 BUILDING WORKING RELATIONSHIP 建立工作关系能力 • Give me an example of how you developed rapport with your coworkers at your last job. 举例说明在最近的工作中你如何与同事建立和谐的关系。 • Give me an example of a time when you were able to build rapport with someone at work, even when the situation was a difficult one. 举例说明在一次困难的情况下，你也能与工作中的同事建立和谐的关系。 • Describe a recent work-related problem you had with a coworker and the action you took to solve it. 描述最近你与同事有工作上的问题以及你是采取什么行动解决的。 • Describe a time when you became frustrated with your boss or coworkers. What did you do ? 描述一次情形你和你的老板或同事关系有些紧张，你是如何处理的？ • Tell me about a time when you were able to make someone feel comfortable when dealing with an emotional situation. What did you do ? 举例说明在一次比较情绪化的情况下，你帮助他人稳定了情绪，你做了些什 么？ • In the past job when did you find it important to disagree with your boss ? How did you approach him/her and what was the result ? 在过去的工作中，什么情形下你发现你应与老板的意见不同？你是采取什么方 式与他/她沟通的，结果怎样？ • What have been your least successful relationships at work ? What did you do to try to create a better relationship ? 什么样是你最不成功的工作关系？你做了什么尽力去建立更好的关系？ ATTENTION TO DETAIL / WORK MANAGEMENT 注重细节/工作管理能力 • Give an example of when you found errors in your work .What were the causes ? How did you handle them ? 举例说明你什么时候发现工作中的错误，原因是什么？你是如何处理的？ • How did you keep track of your own paperwork, schedule, etc ? Please be specific. 你是如何条理你的案头工作、日程安排等的？请详细说明。 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • Give me an example of when you were working on a project and something “slipped through the cracks”. 举例说明你曾在做一个项目时突然事情一片混乱的情形。 • How have you ensured that important details were not overlooked when planning a project ? 你如何保证在计划一个项目时不要忽略重要的细节？ • Walk me through how you set up and completed a specific assignment. What were the most important trouble spots you anticipated ? 讲述一次你是如何开始和完成一项特别的任务的，你预计的最重要的麻烦在哪 里？ Have you had assignments that had too many tiny details ? Give me an example. 你是否曾经得到一项有太多小细节的任务？举例说明 FLEXIBILITY / ADAPTABILITY 灵活性/适应性 • Have you worked in an organization which changed its policies and procedures frequently ? How did you deal with that ? 你曾在一个频繁变换政策和程序的公司工作过吗？你是如何处理的？ • Give me an example of a time when you had to deal with frequent job changes or unexpected events on the job. How did you respond to this situation ? 举例说明你不得不处理工作中频繁的工作变化和不可预见的事件，你如何作出 反应？ • Tell me about a time at work when you had to deal with unreasonable expectations of you. 描述一次你在工作中曾如何面对对你的不合理的期望。 • Tell me about a situation when you had to adjust quickly to changes in the organization’s priorities. What was the impact of the changes on you ? 举例说明你曾因为公司的方向调整而不得不快速地适应，该变化对你有什么影 响？ • Give me an example of a time when management did not allow you to take a necessary action, even though you felt it was necessary to do so. 举例说明一次你认为非常必要的情况下，管理层不允许你采取必要的行动的情 形。 • Has a policy or directive come down with which you really disagreed ? What did you do ? 是否曾有某些政策或指示你确实不赞同的？你是如何处理的？ GOAL ORIENTATION / PERSISTENCE 目标方向/坚持不懈 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • What was your standard of job success ? What have you done to meet these standards ? 你认为工作成功的标准是什么？你做了怎样的努力去达到这些标准？ • Tell me about a system you use for goal setting. To what extent does it involve using written objectives, paper work or forms ? Describe a specific instance in which you defined your goals and objectives in writing. 描述你用于目标设定的系统，在多大程度上使用书面文字或表格？描述一个你 曾用书面形式撰写目标的情形 • Tell me about a time when you were very persistent in order to meet your goals, even though you may have obstacles or distractions. 举例说明一次为了达成目标，你坚持不懈，在有阻碍和干扰的情况下，仍不坚 持不懈。 • Tell me about a time when you had to work very hard to reach your goals and be specific about what achieved. 举例说明为了达到目标你非常努力地工作，并特别说明最终达到的结果。 • Have you ever been accountable for reaching goal that you knew wasn’t possible to attain ? What did you do ? • 你是否负责过一项你知道不可能达到的任务？你做了些什么？ • Tell me about an experience you felt you gained something from because you were persistent. 谈谈一次你坚持不懈取得成功的事例。 ANALYTICAL/ PROBLEM SOLVING SKILLS 分析/解决问题技巧 • Describe a complex problem you have worked on lately that required in-depth analysis. What factors or variables did you consider ? 描述最近你处理的一个需要深入分析的复杂问题，你考虑了什么因素或变数？ • Describe the biggest problem you have faced in the past six months. How did you handle it ? 描述半年内你遇到的最大的问题，你是如何处理的？ • What process did you follow in solving problems . Give me an example. 你使用什么程序解决问题，举例说明。 • Have you ever been assigned several important projects at roughly the same time? How did you go about setting priorities for your time ? 你是否在差不多的同一时间内被分配几个重要项目？你如何分配时间的优先次序？ • Describe a recent work-related problem and the actions you took to solve it ? 描述一个最近与工作相关的问题，以及你采取什么行动来解决？ • Describe a situation when you were faced with obstacles. How did you handle it ? 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 描述你面对阻碍是如何处理的？ • Describe a time when you used good judgement in solving a problem. 描述一次你因为正确的判断而解决了问题。 • Give me an example of a time when took meaningful action in solving a practical problem. 举例说明你采取有意义的行动来解决实际问题。 ABILITY TO WORK UNDER PRESSURE 在压力下工作的能力 • Tell me about a time when you had to cope with strict deadlines or time demands. Give me an example and how you handled it ? 说明一次你不得不面对紧迫的时间要求和最后期限，举例说明你如何处理的？ • Describe a high pressure situation you had to handle at work. Tell me what happened. Who was involved and what did you do to resolve it. 描述工作中你不得不处理很大压力的情况，请说明后来发生了什么，谁参与 了，你怎样解决的 • Tell me about a high stress situation when you had to keep a positive attitude. What happened ? 说明一次你不得不保持积极的态度面对巨大的压力，后来怎样？ • What have you done on or off job to alleviate job stress ? 在工作之中或工作之余你如何减压？ • Which situations have made you feel pleasantly stressed or excited at work ? Give me an example. 工作中的什么情况让你开心对待压力或保持高昂士气？举例说明。 • Give me a recent example of a situation you have faced when “the pressure was on” .What happened ? How did you handle it. 举例说明最近当压力来临时，发生了什么？你是如何处理的。 INNOVATION 创新能力 • What was one of the most imaginative/ innovative things you have done in your present position ? 在你目前的岗位中你做过的最具想象力/最创新的事情是什么？ • Tell me about a situation where an old solution did not work ? What did you do to handle it ? 举例说明一次当旧的办法不起作用，你如何处理的？ • Describe a problem in your organization that you handled differently. How was your approach different ? What was the result ? 描述你在公司中曾采取不同方法处理的问题，你的方法有何不同？结果怎样？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • Describe a new idea and suggestion you have made to your supervisor in the last six months that was used. What was the result ? 描述在过去的半年内，你向主管提出的新的想法和建议被采纳了，结果怎样？ • Give me an example of something you recommended which was not adopted ? Why ? What could you have done differently. 举例说明你曾推荐的意见未被采纳。为什么？你可以怎样改进？ • Give me an example of a project you were responsible for starting. What did you do ? How did it work out ? 举例说明你开始负责的一个项目，你做了什么？项目进展如何？ PLANNING AND ORGANIZING 计划和组织能力 • Tell me how you have used planning tools like flow chart, production, schedules or filing systems in organizing your work. 举例说明你如何使用一些计划工具如流程表、日程、文档系统来组织你的工作。 • When organizing a project, how have you determined what resources to use ? Give me an example of one project . 组织一个项目时，你如何选择使用什么资源？举例说明。 • Tell me about a time when you reorganized your work group. What prompted you to do that ? What was the outcome ? 举例说明当你重组工作小组时，什么促使你要重组？结果怎样？ • Describe a situation when you had to act quickly to correct a problem. Could it have been prevented by closing monitoring ? What did you do ? What was the result ? 描述一次你不得不快速反应来纠正一个错误。该错误是否能通过更紧密的监管来避免？你做了什么？结果怎样？ • Describe a time when your plan didn’t work out ? What happenend ? 描述一次你的计划没有完成？后来发生了些什么？ DECISION MAKING 决策能力 • Describe a recent time when you had to implement one of your decisions. What did you do ? 描述最近一次你不得不推行你的一个决定。你做了什么？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
散发人性道德光辉 沉淀人类管理智慧 • Tell me about a time when you resisted the temptation to jump into a conclusion and thoroughly obtained all facts associated with the problems before coming to a decision. 举例说明一次你曾谨慎地收集所有相关事实后才作决定的情形。 • Give me an example of how you reached a practical business decision by an organized review of the facts and weighing of options. 举例说明你曾通过对事实的认真回顾和对可选方案的仔细量度后作出了一个可行的商业决策。 • What has been the most difficult decision you have made in the last six month ? What made it difficult ? 在过去的半年中你作出的最困难的决策是什么？为什么困难？ • When have you delayed decisions to give yourself more time to think ? Describe the situation and outcome. 什么情形你会延迟你的决定，并让自己有更多的时间考虑？描述情形及结果。 • Give me an example of a decision you had to make quickly or under pressure. How did you approach it and how did it work out ? 举例说明你不得不快速地或者在压力下作出决定，你如何做的，结果怎样？ 分享中人网·共建中人网 PDF 文件使用 "pdfFactory Pro" 试用版本创建
