Dell's 27 Interview Questions

Dell's interview never asks questions without answers, and its inherent winning culture only requires verifying whether the candidate's answers indicate that he is the right person for Dell.

Dell has a recruitment experience: among the newly recruited employees, only about 30% can stay after five years; 10 years later, only about 10% of people can persist to the end and be left by the boss to become core employees. These people who persist are not necessarily the best, but they must be the people who can best adapt to Dell's values; And they can create the greatest economic benefits for Dell and save more costs; Not only do they firmly believe in Dell's culture, but they will not be poached by rich competitors.

So? Isn't the talent the better, and the right one is the best? . ? Is it suitable? It is the standard and scale of employing people in enterprises.

Dell hired someone? Scale? Yes: find and hire people who can earn the highest profit at the lowest cost.

Zhu Chen, a retired naval officer, worked as a cadre in the operation and maintenance center of a telecommunications company in a municipality directly under the Central Government, and then left to apply for a job in Dell. Dell's recruiter had a 90-minute telephone interview with Zhu Chen.

Question 1: Please tell me what your greatest strength is? What is the greatest wealth you will bring to the company?

What are my strengths? Focus? . I think one? Focus? Our senior manager will certainly create a lot of material wealth and spiritual wealth for your company.

Question 2: What have you done to reduce the operating cost of your department or save time?

A: When I was in the navy, I created a law of efficiency called? A paper principle? I ask myself and my comrades to report to my superiors or assign tasks to my subordinates. A piece of paper, three minutes? Make it clear what's inside. This principle has helped me realize it in the military, state-owned enterprises and social affairs? Immediate results? Effect.

Question 3: What is your most creative work achievement?

A: Is it something that can ignite the enthusiasm of the team? Non-monetary incentive mechanism? , I call it? Thanks for the check? .

Question 4: What do your current bosses think you are most valuable to them?

A: It is the execution ability of the team. I don't need to worry about the work he arranged in the future. My department will not make mistakes and can submit the work results on time. On the other hand, the ability as a subordinate just shows that the boss is an excellent leader.

Question 5: What are the general responsibilities of the position of Senior Account Manager?

A: It's a deal. Is to use all legal means to facilitate the transaction. But excellent managers will safeguard the interests of the company in the transaction, and also take into account the interests of customers and competitors.

Question 6: What aspects of your job do you think are crucial?

A: compromise to achieve the goal (continue to send letters online)! The purpose of compromise is to achieve the goal.

Question 7: What is the relationship between your position and the overall goal of your department or company?

A: In the past, my post was Director of Operation and Maintenance. I lead the department to ensure the operation of the system, in order to achieve the overall goal of the company, so that the equipment zero failure, users have zero complaints and users are more satisfied? .

Question 8: Why are you looking for a job?

A: The first reason is that I want to make a bigger career, and the others are secondary reasons.

Question 9: If you can't get the job, what are you going to do now?

A: My employment scope is limited to the communication industry, and there are only a handful of operators and manufacturers in this industry. If I can't get this job from Dell, I will ask you why I failed, and then come to Dell for an interview after I have corrected my defects.

Question 10: Please describe your promotion and how you got this position in your current company.

A:/kloc-joined the army at the age of 0/7? Fireman? At the age of 20, he went to the military academy, became a trainee platoon leader at the age of 24, and was promoted to Ying Zheng by the army at the age of 28. What do I rely on for all my progress? The trust of others? Because I know people's instincts and needs, I am tolerant of people and have many friends; Besides, what do I depend on? Self-denial? To succeed in continuous innovation.

Question 1 1: How do you keep making your work more valuable?

A: It is to train successors. Every manager has the responsibility to train successors. Only when the talents are constantly updated and become (26.37, 0.49, 1.89%) long, the enterprise will flourish and succeed.

Question 12: Please distinguish between vertical promotion and horizontal expansion of responsibilities in your current company.

A: When I'm not a team leader, I just need to manage myself, consider my contribution to the enterprise and prove myself with my performance. When I become a manager through vertical promotion, the connotation of success is to promote others and achieve subordinates. I will try my best to make my subordinates more alert, mature and bold. I will also help each of them build up their self-confidence and guide them to complete their tasks well. On the other hand, we should always keep close work reports with superiors and establish tacit understanding and fighting friendship between them; We should actively focus on the overall strategic objectives of the company and actively cooperate with the development needs of other departments; In order to meet the needs of the market, my department needs to constantly fine-tune its daily work; I also want to find hidden dangers in my work and establish emergency plans; I also want to explore new leadership methods, such as boosting morale and saving costs.

Question 13: What kind of coaching style do you have? Do you naturally delegate responsibilities to others, or do you expect your direct subordinates to take the initiative to take on more responsibilities?

A: The training of sales staff should focus on how to make a deal. The subordinate's decision-making power must be authorized according to his ability and post standardization manual, otherwise it will only have bad consequences. In addition, the greater the power, the greater the responsibility he bears. Therefore, we should evaluate his subordinates by performance, and then gradually increase his scope of responsibility and power with the improvement of his subordinates' ability.

Question 14: What are you in managing employees? Expectation? More than that Check? , or the other way around?

A: For grassroots employees? Check? More than that Expectation? This is conducive to the implementation of daily work, but also easy to find problems in the work.

Question 15: How do you define your own trading method?

A: The characteristic of my trading is to seize the opportunity, create unexpected surprises, and then quickly win the order!

Question 16: How do you keep informed and monitor the performance of employees?

A: It is mainly through ERP system prompts, talking with employees, and giving them guidance and training to find problems.

Question 17: How do you usually treat your subordinates when the results of your work are unacceptable to you?

Answer: Have a heart-to-heart talk, understand the reasons and put forward suggestions for improvement. But we must punish him kindly, let him know his mistakes and warn others.

Question 18: How do you evaluate your communication skills with the upper management, customers and colleagues?

A: I always listen patiently, don't talk empty words, and do what I say. These three things make them very satisfied.

Question 19: in terms of performance competitiveness, where do you rank among other salespeople?

A: I can be in the top three, such as our company, China and the world.

Question 20: In what ways can't you agree with your superiors? Last time he was wrong and you were right, how did you handle this situation?

A: There are two main reasons why the upper and lower levels of state-owned enterprises can't reach an agreement: one is the superior's ultra vires command, and the other is the personnel arrangement. Therefore, you must adhere to these two principles, never give in, and try to convince your superiors with facts, otherwise you will become a scarecrow with no opinion.

Question 2 1: If we hire you, please describe the corporate culture you will create. Will you adopt a more centralized and paternalistic management style, concentrate power in a few hands, or delegate power frequently?

A: As a manager, he must understand that only under the big culture can he create a special team culture; And the only way to improve team execution? This is fully authorized. So paternalism or a few people say it is absolutely not allowed.

Question 22: What can you do for us if we hire you? When can we see concrete results?

A: I can get the first order within 100 days and then lead the team to get more orders.

Question 23: What kind of environment do you need to develop your' maximum potential'?

A: The conditions for releasing the greatest potential are: clear goals, equal rights and responsibilities, full authorization, desperate rescue, sufficient materials, and a working environment that is determined by the system.

Question 24: Besides devoting yourself to your work, will you take on some responsibilities outside the scope of your work?

Answer: Give priority to your work. If you need to work beyond the scope, you must get approval from your superiors.

Question 25: How do you deal with unexpected events and fast-changing situations that violate daily practices?

A: Some standards and norms are implemented according to the system, some emergencies are implemented according to the plan, and some exceptions are handled according to experience. Unprecedented phenomena should be discussed and solved before action.

Question 26: What do you think of taking action without prior consent?

A: Unauthorized action is an extremely special way to deal with it. If you don't succeed, you will die. If this happens frequently in enterprises, the leaders of enterprises are also dereliction of duty.

Question 27: Will you listen to all opinions before making a decision, or will you be personally involved in the conflict of different opinions?

A: I solicit opinions extensively, but I won't express any opinions.

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Two years ago, Dell's server sales increased by 16%, but the department head was demoted, not because he didn't do well, but because he should have done better, which is an extreme manifestation of Dell's pursuit of high profits.

What are Dell's principles in cost control? Do great things with little or no money? . In Dell, the top leader of Dell China Company flies all over the country every month, but only takes economy class; What's even more incredible is that the president of China District has no official office in Xiamen factory, so he can only borrow the spare conference room to work. If the conference room is used by subordinates for meetings, he can only stand outside the conference room to work. In Dell's view, extra money and extra activities are a shameful waste.

So, can you adapt to Dell all over the world? A winning culture (or a culture of pursuing results)? There are few talents. In order to obtain such talents, Dell must carefully design the recruitment strategy to select? The right person? .

Interviewers in most enterprises like to ask some hot questions, such as: What have you done in the past? What do you like to do? Are you willing to work hard? Are you willing to do things according to the boss's intention? Anyone can ask these questions, but the answer is hard to say.

At Dell, they don't usually ask this question. They will ask questions like:

What is the proudest thing you have done?

When was it made?

How did you do that?

Why are you proud?

At this time, the questions prepared by the applicant in advance may not be used, and it is definitely too late to make up stories on the spot. He can only tell the truth realistically, otherwise it is easy to expose the truth.

For example, sometimes they ask: Who is your least favorite colleague? Why don't you like him?

There is no standard answer to this question. Dell only knows what kind of working atmosphere he likes, what kind of people he doesn't like to work with, and what kind of people he thinks are good people.

In short, interview questions must be scientifically designed to help find out the truth. The focus is on what the candidates have experienced and done. There is no standard answer to these questions, and there is no right or wrong, so it is easier to examine a person. When the candidate answers these questions, his code of conduct and values will be reflected.

The core content of the 27 interview questions of managers in the above cases is only 6 words? Focus on results? The purpose of the design is to ensure recruitment? Result-oriented person? . Peter. Drucker once said: What is the highest state of management? Harmony? That is, the automatic operation of employees and organizations is combined to promote each other and push each other. So-called? Harmony? To put it bluntly:? Maximize corporate profits, but not affect employees' happy work? . Generally speaking, the automatic operation of an organization can be realized through system design and business process design, and the automatic operation mechanism of employees mainly depends on the self-management of employees. In recruitment, what Dell hopes to see in the candidates is excellent self-management ability, that is, doing the right thing, being able to get along with others in harmony, being good at cooperation, being able to effectively handle conflicts with superiors, etc., because only from this perspective can it be done? Maximize profits and minimize costs? .

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