摩拜面试官: 请告诉我蝙蝠侠和超人打架, 你若何调整？

500强校园雇用

60万优良大学生

求职优选平台

来源 | 职业僧

ID | CareerMonk

你会不会有时候觉得，越是大公司越是喜好在面试的时候提一些奇奇异怪的问题，让你脑袋一片空白？其实HR提出那些“奇葩”问题，并非实的在意你给出的谜底自己，而是希望从你的谜底里看出你各个方面的才能，抓住那个关键点，再“离奇”的问题也不消担忧。

先问小伙伴们一个问题：“蝙蝠侠和超人打架，你若何调整？”

*图片来源：收集

有没有觉得如许的问题让人无从下手，小编在看到那个问题的时候，足足想了1分钟才有思绪。

看上去有点丧尽天良，但是诸如斯类的问题在行为面试中深得面试官喜爱，出格是19年雇用锁紧职位贫乏的时候，行为面试变得异常重要，以至大厂的HR们都不吝用新招来测试候选人。

那么行为面试到底考察什么？答复的时候，如何才气躲开面试官的那些陷阱呢？

01 为什么会有行为面试

行为面试是一种能有效排除小我的主不雅因素，以行为根据、以成果为导向的有效选才东西。通过行为面试，能领会到应聘者的操行能否与岗位要求吻合，深切摸索应聘者的动机和兴趣点。

面试官会要求你讲述你曾经碰到的一个详细问题或使命，并介绍你是若何处置那一问题或使命的，以及最初的处置成果若何。那可是金融、四大、征询等行业求职的重中之重，需要认实看待。

行为面试能够说是offer的最初关卡，晓得面试官通过Behavioral Interview想要到达什么样的目标，就能够有的放矢，轻松过关，而“以成果为导向”是更高效的处理办法，事实面试官想要领会你的哪些方面呢？

Assess your “fit” with the Company. 评估你与公司能否“适宜”

Past work experiences. 领会你过去的工做履历

Past team/leadership Activities. 领会包罗团队协做才能、指导才能在内的你的所有软实力

Impactful things you have done. 领会你所做过的具有影响力的事

Evaluate understanding of industry and company in specific. 领会你对该行业或者公司的认识水平，有没有想清晰本身的职业规划，仍是吠形吠声、趁波逐浪；领会你会为了一件事做什么样的筹办，如何做筹办

02 若何凸起你的关键才能

详细而言，面试中常见的行为性问题涉及的方面包罗应聘者的指导才能、决策才能、处理问题的才能、立异才能、沟通才能、组织筹谋才能、团队合做才能、抗压才能、适应才能、重视细节的才能等。

1

问题处理才能

Describe a thorny problem you had to solve in your last job.

那个问题旨在考察应聘者识别问题、阐发问题息争决问题的才能。应聘者起首应从本身的工做履历中寻找一个与所应聘职位亲近相关的实例，然后申明本身是若何处置那一问题的，并对处置成果加以描述。此外，应聘者选择的实例更好是本身胜利处理的问题。

详细问题：

Last July, we were receiving a lot of complaints about the poor quality of our products.

处理办法：

I met with the staff concerned in the Quality Control Department and discovered that the problem seemed to be with the poor raw materials from our vendors. I investigated and found that the system for checking the quality of raw materials was outdated. Then, an up-to-date system for checking the quality of raw materials was quickly introduced.

处置成果：

This sorted out the problem and we had fewer complaints from our clients.

2

指导才能

Tell me how you went about setting the goals for your team members and gaining commitment from them.

通过那一问题，面试官次要想领会应聘者是若何通过设置团队目的来指导本身的团队，以及采纳了何种办法或手段来引导团队成员实现目的。在答复那一问题时，应聘者应当利用得当的例子，充实申明本身擅长造定团队目的并指导团队成员实现目的。

详细使命：

I needed to set the sales team objectives for the next year.

施行步调：

I referred to the sales department goals for the next year to decide which activities and tasks our team should concentrate on. I clearly communicated the relationship between our team goals and the department goals to my team members and explained which activities would best result in achieving these goals.

完成成果：

The members really benefited from having a clear idea of the team goals and how we could contribute to achieving them. Having clear goals meant they were able to see how each of them was an essential part of the team’s success, and this motivated them towards achieving the goals.

3

立异才能

Tell me about a suggestion that you have recently made to your manager.

那一问题是用来领会应聘者能否具备积极主动的立异思维才能，能否可以为公司供给一些有益的创意。应聘者从过去的工做履历中搜索的相关案例，要能申明本身可以积极主动地为公司供给有益于公司开展的建议。

详细问题：

I worked in the Purchasing Department and the company was launching a new product. The Sales Department had in-depth training on it, but we had none.

处理建议：

I suggested that the Purchasing Department should also receive the training so that we would better understand what components should be purchased and be able to ask our vendors some wise questions. It was agreed that we would all undergo a short version of the training.

处置成果：

This meant that we could deal professionally with our vendors and it also motivated us, feeling part of the launch excitement.

4

沟通才能

Describe a situation where you negotiated with your manager to reach an agreement.

通过那一问题，主考官想要领会应聘者能否具备明白传递信息的才能以及为获得双赢成果的沟通才能。答复该问题时，应聘者应起首简单介绍详细问题，然后详细阐释本身若何以合做的体例和立场与对方一路参议问题，以及本身若何以充实的论据说服对方承受本身提出的处理计划，最初简述一下处置的成果。

详细问题：

My supervisor gave me an unreasonable deadline to complete a project.

处理计划：

I asked him how he had come up with the deadline. He said that it was based on his deadline to present the project to his line manager. Then, I detailed every step that needed to be taken to complete the project and how long each step would realistically take.

After that, we discussed possible ways of reducing these time frames, and I suggested allocating more resources to the project. Finally, I was asked to put together a project proposal that covered what we had discussed and he would use this to negotiate with his line manager for a more realistic time line.

处置成果：

The result was that we were able to settle on a plan that worked for both of us.

5

组织筹谋才能

Describe a situation in which you had to schedule your activities to meet an objective.

要求应聘者描述一下本身是若何摆设工做进度，从而实现一个详细的目的的。通过那些问题，还能够考察应聘者能否具备合理调配资本并有效分配使命以实现目的的才能。应聘者能够描述本身是若何设定目的的，按照目的是若何造定方案和施行的，最末到达了如何的效果。

详细使命：

I had to complete a technical report every month. This involved collecting a large amount of information from different departments.

施行步调：

I scheduled all the data collecting tasks. Each department was given a monthly deadline to submit information to me and I scheduled reminders to be sent out before the deadline. I set aside a time in my diary each month to check all the information. Then I allocated time for writing up the report.

完成成果：

This worked well and I comfortably met my deadline.

6

团队合做才能

What kinds of people do you have difficulties working with?

问题要求应聘者详细申明和哪一类人共事有困难。通过那个问题，主考官想从侧面领会一下应聘者的团队合做才能。应聘者在答复那一问题时，比力明智的选择是照实讲述本身不擅长与某类人共事，但尽量将答复的重心放在若何胜利地与此类人沟通方面。

应聘者能够起首简述本身不肯和那类人共事的原因，然后申明本身若何积极与他们沟通并获得共识，从而处理问题，最初别忘了强调本身从中学到的工具。

详细问题：

I was transferred to a new team at my last company. The team members were not welcoming, and I was not included in their meeting discussions.

处理办法：

I asked each team member to talk to me about their expectations of me as part of their team. I explained that I understood their reluctance to trust and accept me straight away, but I wanted to make positive contributions to the team. We discussed team objectives, individual roles and working styles and started to develop a rapport with each other. I made sure that I asked for their advice and feedback initially, and gradually I earned their trust.

处置成果：

The team learned to be more flexible in their approach to new staff members, and I learned that one has to earn trust and acceptance. Our team works really cohesively towards its goals now.

7

抗压适应才能

Tell me about how you worked effectively under pressure.

问题要求应聘者描述一下本身若何在压力下胜利完成工做。通过那个问题，主考官想领会应聘者能否能在压力庞大或工做前提困难的情况下胜利完成工做使命。答复那种问题，应聘者要举出实例，着重强调本身具备冷静沉着空中对压力的本质，并懂得若何为本身减压。

详细使命：

While at the KDC factory, we were faced with a sudden and big order increase for the power tools. It was for a new customer and urgent.

施行步调：

I immediately sat down with the production supervisor and manager. We were able to make a workable plan that guaranteed materials were available and met the production deadline. We also paid a few visits to this customer to make sure that we completely understood their needs.

完成成果：

While it was challenging and involved long hours, the pay-off was a signed contract with this new customer.

8

细节重视才能

Describe what you did to control mistakes in your work.

问题要求应聘者描述一下本身是若何控造工做中的失误的。通过那一问题，主考官想领会应聘者能否能全面存眷工做使命中各方面的细节，并准确无误地完成使命。应聘者在答复该问题时，应强调本身是一个严酷、细心的人，在工做中非常重视细节，而且经常查抄细节方面的问题，从而能有效根绝失误的呈现。

详细使命：

In my last position I had to make all the conference arrangements for my line director.

施行步调：

I listened carefully, wrote down what he needed and then read it back to him to confirm that I had everything right. I would also follow up with a detailed email to check again. Once I had made the arrangements I would set up a time to get his feedback and check I had everything he needed. I then followed this up with an email with all the confirmed details.

完成成果：

This was time-consuming for both of us, but it meant that no errors were made in the arrangements. It would have been frustrating and costly not to have made such thorough checks.

03 行为面试也有套路

Behavioral Interview是评估应聘者过去的经历和判断他在将来的工做若何应对类似的情况。那是基于过去类似情况的表示预测将来表示更好的办法。

那品种型问题的解题思绪是如何的呢？一般来说，答复Behavioral Interview都是遵照STAR原则的：

S - Situation 工作是在什么情况下发作

T - Task 你是若何明白你的使命的

A - Action 针对如许的情况阐发，你接纳了什么动作体例

R - Result 成果如何，在如许的情况下你进修到了什么

STAR法例即为Situation Task Action Result的缩写，备受面试胜利者和500强HR的推崇。值得一提的是，STAR法例不只是面试中的黄金技巧，以至还能够把你的简历大大加分哦。

起首，论述本身过去工做获得优良业绩时的布景（Situation）。通过描述与工功课绩有关的事务布景，全面表达所获得的优良业绩与本身小我的相关性。

其次，详细申明为了完成目的，本身独立完成了哪些工做使命（Task），每项使命的详细内容是什么。通过那些来展示本身的工做履历和经历，以表白本身的履历与正申请的职位是“适宜”。

再次，继续论述本身为了完成那些使命所采纳的动作（Action），便是若何完成工做的，都采纳了哪些动作，所采纳的动作是若何帮忙本身完成工做的。通过那些，能够进一步展现本身的工做体例、思维体例和行为体例。需要留意的是，Action不是JD的复造。

最初，存眷成果（Result）。每项使命在采纳了动作之后的成果是什么，是好仍是欠好，好是因为什么，欠好又是因为什么。留意要量化成果，但不单单是简单地量化成果。

举个例子：

事务：大一辩说角逐获得冠军

S：系里共有5收参赛步队，他们的实力若何，我们小组实力若何

T：小组配合熟悉辩说流程，操练辩说技巧

A: 本身主动整理材料，组织小组进修辩说流程，体例训练题，组织小组训练，并按照每个成员的特点，调整战术。最初，傍边碰到了什么样的困难，本身是怎么处理的

R: 最初通过勤奋，获得了系冠军

才能表现/学到了什么：通过那个经历，熬炼并凸起了本身的指导才能、沟通才能、主动处理问题的才能

有了工作模块，也晓得了每个事务本身所表现出的才能，不单面试时不消担忧陈说没有逻辑，简历也很好地传达了你思绪的明晰和重点的凸起。当然，职位的差别，工做性量和要求也差别，所需要表现的才能也会差别。

但是，那一切都能够用模块处理，例如，你要申请的是销售类的，你就将模块中的关于沟通才能，营销经历的事例写上，从而凸起本身与工做的相关性，进步简历的射中率。

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来源：职业僧 ID：CareerMonk 一个让青年人找准自我的职业教育平台

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