You are the examiner. Now I want you to recruit an administrative secretary, an account manager and a training specialist. What questions can I ask?

Question 1: "Please introduce yourself"

1. This is a required question for the interview.

2. The introduction content should be consistent with the resume.

3. Try to be colloquial in expression.

4. Go straight to the subject and don't say irrelevant and useless content.

5. The organization should be clear and the level should be clear.

6. It is best to recite it in the form of words in advance.

Answer key points: 10 second, briefly talk about personal information. Introduce your previous work and experience in about one and a half minutes. Take another minute or so to describe how your previous work experience helped you apply for the position.

Question 2: "Talk about your family"

1, the situation plays a certain role in understanding the personality, concept and mentality of the applicant, which is also the main reason why the recruiting unit asks this question.

2. Simply list the family members.

3. Warm and harmonious family atmosphere should be emphasized.

It should be emphasized that parents attach importance to their education.

It is appropriate to emphasize the good condition of each family member.

It is appropriate to emphasize the support of family members for their work.

7. You should emphasize your sense of responsibility for your family.

Question 3: "Do you have any hobbies?"

1. hobbies can reflect the personality, thoughts and mentality of candidates to a certain extent, which is also the main reason why employers ask this question.

It's best not to say that you have no hobbies.

Don't say that you have those vulgar and unpleasant hobbies.

4. It is best not to say that it is limited to reading, listening to music and surfing the Internet, otherwise the interviewer may suspect that the candidate is withdrawn.

It is best to have some outdoor hobbies to "embellish" your image.

Question 4: "Who do you admire most?"

1. The most admired person can reflect the personality, concept and mentality of the candidate to a certain extent, which is also the main reason why the interviewer asks this question.

2. It is inappropriate to say that you don't worship anyone.

It is inappropriate to worship yourself.

It is inappropriate to worship an imaginary or unknown person.

It is inappropriate to worship a person who obviously has a negative image.

6. Everyone you admire is best related to the job you are applying for.

7. It's best to say what qualities and thoughts of people you admire have infected and inspired yourself.

Question 5: "What is your motto?"

1. Motto can reflect the personality, concept and mentality of the candidate to a certain extent, which is also the main reason why the interviewer asks this question.

2, it is not appropriate to say those aphorisms that doctors cause bad associations.

It's inappropriate to say those too abstract aphorisms.

4. maxims should not be said too long.

5. Motto should best reflect some of your excellent qualities.

6. Refer to the answer-"Just find ways for success, not excuses for failure"

Question 6: "Talk about your shortcomings"

1, it is not appropriate to say that you have no shortcomings.

It is not appropriate to describe those obvious advantages as shortcomings.

3. It is not appropriate to say that there are shortcomings that seriously affect the job application.

It is not appropriate to say that people are uneasy and uncomfortable.

You can say some shortcomings that are "irrelevant" to the job you are applying for, even some shortcomings that look like shortcomings from the work point of view but are advantages.

Question 7: "Tell me about a failure"

1, it is not appropriate to say that you have no experience of failure.

It is inappropriate to describe these obvious successes as failures.

It is inappropriate to tell the failure experience that seriously affects your job application.

4. The result of experience should be failure.

It should be noted that I was confident and tried my best before I failed.

6. Explain that failure is only caused by external objective reasons.

7. After my failure, I quickly pulled myself together and faced my future work with more enthusiasm.

Question 8: "Why did you choose our company?"

1, the interviewer tries to understand your motivation, desire and attitude towards this job.

2. It is suggested to answer from three angles: industry, enterprise and post.

3. Reference answer-"I am very optimistic about your industry. I think your company attaches great importance to talents and this job suits me very well. I believe I can do it well. "

Question 9: "What are the foreseeable difficulties in this job?"

1, it is not appropriate to directly state the specific difficulties, otherwise it may make the other party suspect that the applicant is not good.

2. You can try circuitous tactics and tell the candidates their attitude towards difficulties-"It is normal and inevitable that some difficulties appear in your work, but as long as you have perseverance, a good spirit of cooperation and make full and careful preparations in advance, any difficulties can be overcome."

Question 10: "How will you work if I hire you?"

1. If the applicant lacks sufficient knowledge of the position he is applying for, it is best not to directly tell the specific method of carrying out the work.

2, you can try to use circuitous tactics to answer, such as "first listen to the instructions and requirements of the leader, then understand and be familiar with the relevant situation, then make a short-term work plan and report it to the leader for approval, and finally carry out the work as planned."

Question 1 1: "What will you do if you disagree with your superiors?"

1. Generally, you can answer "I will give my superiors the necessary explanations and reminders. In this case, I will obey their opinions. "

2. If you are interviewed by the general manager, and there is another manager in the position you are applying for, and this manager is not present at that time, you can answer like this: "For non-principled issues, I will obey the opinions of my superiors, and for major issues involving the interests of the company, I hope to reflect them to my superiors."

Question 12: "Why should we hire you?"

1, the applicant had better answer from the perspective of the recruiting unit.

2. Recruiting units will generally employ candidates who are basically qualified, interested in this job and have enough confidence.

For example, "I meet the recruitment requirements of your company, and I am fully qualified for this job with my current skills, high sense of responsibility, good adaptability and learning ability. I really hope to serve your company. If your company gives me this opportunity, I will definitely become the pillar of your company! "

Question 13: "What can you do for us?"

1, in principle, "do what you like".

2. Before answering this question, the applicant had better "pre-empt" and understand the role that the employer expects this position to play.

Applicants can answer this question according to their own understanding and their own advantages in the professional field.

Question 14: "You are a fresh graduate with insufficient experience. How can you be qualified for this job? "

1. If the recruiting unit asks this question to the fresh graduates, it means that the recruiting unit doesn't really care about "experience", and the key depends on how the candidates answer. The answer to this question should best reflect the applicant's sincerity, wit, courage and dedication. For example, "as a fresh graduate, I really lack work experience, so I have been taking advantage of various opportunities to do part-time jobs in this industry during my study." I also found that practical work is far richer and more complicated than books. But I have a strong sense of responsibility, adaptability and learning ability, and I am diligent, so I can successfully complete all the work in my part-time job, and I also benefit a lot from the experience I have gained from it. Please rest assured that my school study and part-time work experience make me qualified for this position. "

Question 15: "What kind of boss do you want to work with?"

1, through the examinee's "hope" to the superior, we can judge the examinee's consciousness of self-requirement, which is both a trap and an opportunity. It's best to avoid the specific hope for the superior and talk more about your own requirements. 3. For example, "As a newcomer, I should ask myself to be familiar with and adapt to the environment as soon as possible, instead of having any requirements for the environment, as long as I can give full play to my special skills."

16. What can you do for us that others can't?

On this issue, you have the right and obligation to blow your own horn. Talk about some records of your work, mention the uniqueness of your resume, or list the achievements in your career. Tell others that your skills and interests have played a huge role in obtaining these results and made you valuable. It is mentioned that you can arrange your work priorities reasonably, find problems, and use your own experience and energy to solve problems.

17. What do you think attracts you most about this position? What attracts you least?

List three or four attractive aspects of this job, and then ask a simple unimportant unattractive question.

18. Talk about your definition of the position you are applying for.

Your answer should be short and based on the job requirements. Consider the responsibilities and obligations of this job. Before you answer the question, make sure that you really understand all aspects of this position. If you are not sure, ask the interviewer. He may help you answer this question.

19. What is your management style?

You must know enough about the style of this company so that your management style can complement it. Possible styles include: task-based (I love problems-studying what is wrong, choosing a solution and completing it), structure-based (any management decision I make is based on how it affects the bottom line of the problem), or paternalistic (I am committed to managing each of my subordinates and guiding them in the right direction). Democratic participation is a popular one at present: an open management method, which accomplishes everything by motivating people and assigning tasks according to their responsibilities.

First, test the "conflict handling ability" of human resources and administrative personnel.

1. What is your experience in solving contradictions? What effect do these experiences and skills have on improving your management level?

2. What situation or background will make your job difficult? Please give an example of how you solved such a problem.

3. suppose there is such a situation: in order to complete a certain job, you need another department to provide very important information; But another department thinks that collecting information for your department is not their focus. How should you solve this problem?

4. Suppose you are a member of a 7-person work team, and 3 out of 7 people don't get along well. If this situation is endangering the efficiency of the department, what method can you think of to solve this problem? Why?

Second, test the "communication ability" of human resources and administrative personnel.

1. What management books have you read recently?

2. What do you think is the most difficult thing as a manager?

3. Do you have any experience in managing subordinates? How many direct reports do you have?

4. What aspects of a good enterprise determine progress?

Fourth, test the "specific problems in management" of human resources and administrative personnel: "@; w # _ 4 `' w8 C-H； [.@; p

1. How do you think a layman should manage an expert?

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Technical problems: solved by technicians and engineers.

k:K2 L ' C9 P % q0n ' t & amp； {; 7 h k management problems: control the operation of enterprises by establishing management team, enterprise operation system and enterprise management system; It is often impossible to improve the management level of enterprises through enterprise operation analysis, enterprise resource management and strengthening the functional team of enterprise operation. They are usually complementary and coexist, and management is often ahead of technology. The key is that managers can understand the different missions that the team they manage helps the enterprise to complete at different stages of the enterprise. Of course, managers should have a certain understanding of (technical) knowledge, principles and characteristics in order to prescribe the right medicine. If it is a leader who works with product technology, it should be a professional, such as the manager of engineering department, the manager of development department and the manager of quality control department.

Five, test the human resources and administrative personnel "planning and control ability":

1. Did you think about the whole process during the interview? Tell me how you planned to handle this interview before, including all stages.

2. Give an example to illustrate a successful planning and implementation process you have made.

3. At work, you find that your implementation results are quite different from your previous plan. How will you act?

Seven. Test the "leadership and command ability" of human resources and administrative personnel: 7m,] 9 | L9B6D9} 8R&; Y

1. What clubs or public welfare activities have you participated in during your study experience? What role do you play in it?

On a long-distance train or plane, you don't know the people around you, and everyone is silent. How did you adapt to this strange environment?

What do you think the boss can do for his subordinates is more conducive to their growth?

Nine, test the "authorization and incentive ability" of human resources and administrative personnel:

1. If you are the head of a department, how to plan the agenda for the half-month talk? (You can prompt the answer direction: go straight to the point, or cheer up your subordinates first)

2. What do you usually do to mobilize your subordinates when you find that their morale is low at present?

3. Evaluate the performance of employees. How do you ensure the objectivity and fairness of the evaluation?

Ten, test the human resources and administrative personnel "ability to influence others".

1. Please describe an experience: you let others participate in and support your work, and finally achieved the expected goal. I want to know if you have ever encountered such a situation: an employee in the department is unwilling to do his own work. What measures have you taken to change this situation?

Eleven, test human resources and administrative personnel "how to deal with personnel problems in the workplace":

1. If you share a task with a colleague, for some reason, he has some emotions, mental discomfort and low work enthusiasm, which affects your progress, what will you do?

2. What would you do in the face of open provocation on the spot?