Thread Content
The biggest problem why many excellent graduates who want to enter the consulting industry fail to do so is that they fail to grasp the essence of the interview. Applicants are often limited to the total number of rounds of the interview process of a certain consulting company, what questions are most likely to be asked in an English interview, what are the "mock questions" in the written test, or what cases the interviewer may ask - this is the same reason why we couldn't take the exam when we were students.: What is remembered is not the "veins of the trees" but the "leaves". In fact, no matter which consulting company, there are usually only the following three types of interview questions for face-to-face interviews:: ■When encountering a "dilemma" problem, the first type of question that the interviewer usually asks is a "dilemma" question. For this type of question, you do not need to tell him a specific "what must it be" answer, but to tell him what you think about this question, because the purpose of the interviewer asking this type of question is to test the interviewer's adaptability. For example, the interviewer asked: “In the process of working in our company, suppose that the two managers of the project you are involved in are having a conflict. Who do you listen to? ”For this type of problem, the more recommended method is: First, first explain what your principles are (don’t tell lies, don’t participate in office politics) ； Second, tell us what is your ultimate goal for this problem (the purpose is to prevent the conflict from getting worse) ； Third, finally talk about the methods you may adopt, and at the same time make your position clear - no matter what the contradiction is, it should not affect the progress of the work. ■When encountering "open-ended" questions, the second type of questions is "open-ended" questions, which means that there is no standard answer to the question itself. What the other party wants to test with this type of question is the interviewer's ability to analyze the problem, or his thinking ability. For example, the interviewer asked, "Not long after you joined the company, you heard the news that the company was going to lay off employees. What would you think?" ”Or “What do you do when a customer makes a very unreasonable request? ”So he hopes to use this question to test whether you have the ability to analyze the same thing from different dimensions. When encountering such problems, first of all, don’t forget to state that your position is consistent with professional standards ； Secondly, split the problem into subdivided issues from different standpoints, and analyze the reasons for the requirement that objects from different standpoints appear. ； Third, after finding the cause, provide solutions from the company's perspective. The following are reference answers to answer the above two questions.: 1. I can’t decide on layoffs. What I can decide is the quality and effectiveness of my work, and I won’t spread gossip. 2. First of all, from the perspective of a consultant, it is the consultant's bounden duty to meet the requirements of customers. This is the basic thinking point in handling this matter. It is inevitable that there will be a conflict of interests between the project execution process and the customer's requirements. The key solution lies in communication to let each other know the real reason "why we want to do this". Be sure to report the researched solutions to your superiors in a timely manner, and do not make arbitrary claims. ■When the interviewer encounters a hidden "company preference" question and applies for a company, he or she will prepare for the company's culture and "what traits or abilities they like in employees." When the interviewer asks a question involving the "company preference" type, be sure to talk about the shining points in yourself that can illustrate the preference. For example, Monitor emphasizes employees' leadership, while Gallup emphasizes employees' talent and positive attitude. Therefore, during interviews, you need to show your "highlights" for different companies. For Monitor, your emphasis on your outstanding leadership abilities will be a big attraction to them. ； For the latter, you'd better emphasize that your thinking mentality is positive (a half-glass of water means "half-full" rather than "only half-left"), and emphasizing your honesty and trustworthiness will be more attractive to them. The trick is to identify the company's "selection preferences" and prove that you possess them. ■In addition, you also need to know - 1. The focus of each round of interviews is different. HR will focus on your "hardware", while subsequent interviewers will focus to varying degrees on your thinking ability, teamwork ability (or "corporate preference" ability), English ability, etc. Don't show the "right" ability to the "wrong" person. 2. If you have just graduated, focus on showing your potential and critical thinking skills ； If you have previous work experience, highlight your previous positions * Gained experience and accumulation. 3. No matter what method you use, let the interviewer know that you have excellent problem-solving skills and the ability to advance projects and work with others in difficult situations. Gallup Interview Narrator: Wu Tao Gallup (China) first * When a consultant comes to Gallup for an interview, there is nothing you need to prepare except bringing your "talent" and good attitude. Gallup Telephone Interview The person who first recruited me called me and told me to read my resume first and then call me. I asked "When will we meet?" and the other party said, "There is no rush to meet, someone from the company will call you." Later, I received a call from the company for an interview, which lasted almost two hours. The other party would record everything you said and compile it into text, including the pauses in your tone for thinking, the size of your laughter, etc. Then Gallup will have a dedicated person conduct a personal analysis on you based on this written record, including psychology, values, thinking patterns, communication skills, whether your speech is logical and focused, etc. I didn’t conduct a “face-to-face” examination because I didn’t want superficial information to confuse the actual evaluation. I was shocked when I saw the analysis report on me for the first time after joining the company. The analyst had never met me, but there were some things in his personal interpretation of me that I hadn’t even realized before. Using "Natural Response" Questions Gallup's interview questions consist of 120 questions, mainly open-ended questions. The focus of the assessment is "your strengths" and "natural talents". There are various types of questions, such as: “When you see a child playing with a hammer, and he accidentally hits his hand with the hammer, the child cries. What should you do when you see this? ”I have heard at least 20 answers, the most extreme ones include "I will put his hand in my mouth", "I will see if it is my child first before making a decision", etc. In fact, this question examines "sympathy." There is no right or wrong way to express compassion. Some positions may require compassion, while others may not require it at all. As the question itself, we just want to test the natural reaction of the candidates. Of course, we may also ask you where to put the money in your wallet? Or how do you squeeze out toothpaste? What were you thinking about before going to bed... Use these questions to judge your thinking style and strengths. When you come to Gallup for an interview, there is nothing that you need to prepare. If you prepare for three days and three nights, you may not do well in the exam. Just go naturally, don't bring too much "brain", just bring your natural reactions. This is probably one of the things that makes us different from other consulting companies. When we select people, it is very important to be "trustworthy, reliable, and approachable." These cannot be cultivated. We are only looking for employees with a positive attitude. Some people are born to only see negative things. They always look at negative issues first in the things they see and think about every day. But some people are able to see positive things first no matter how difficult the situation is. For Gallup, we only look for people who think positively. Gallup has studied many leaders and found that the core "point" of leadership is not things like responsibility, goal setting, and creative thinking. Of course, these are also very important, but the most important thing is the human mentality.: Whether to look at the problem positively or negatively. Always, as long as you can look at the problem positively, you can take action to change the situation. You cannot lead with a negative attitude.