其实90%的面试都是可以提前准备的
越早准备,胜算越大
但是往往大家都不知道从何入手
或者只是专注准备Technical Question
忽略了更重要的Behavioral Questions
比如
你一定遇到过这些问题
What are your greatest strengths and weaknesses? 
Tell me an accomplishment you are proud of. 
Which three adjectives best describe you? Why?
What have you learned from your failures? 
像以上这些Behavioral问题都需要花很多精力准备
你以为只是把答案提前写出来熟背那么简单?
其实面试准备都是有套路的
干货来袭,笔纸准备好
史上最实用的behavioral question 特刊来袭
准备面试前你需要做的五件事
1
了解面试形式和会面对的面试官
Pre-interview:
正式面试之前的考核方式, 不一定所有公司都有这一步。形式通常是自己录制视频,不是实时的,而是利用一个叫HireVue / Sonru的录制软件进行。面试时,屏幕上会显示一些问题,需要申请者录制自己的回答后上传。

First-round:
大公司的话通常是线上进行的。面试官为应聘的岗位部门比较初级的人/中层经理理/HR。面试形式通常是Phone interview或者Virtual/Skype interview

On-site interview :面试官一般是应聘的岗位部中层人士、Partner、部门Director级别。形式上一般分Assessment interview(国内称呼Partner interview/Par面) 或者是Superday interview
2
这家公司是什么类型的,偏爱怎样的人才?
学生阶段一般不是很了解公司的应聘要求。应该大范围地寻找公司的详细资料,根据公司信息去改善自己的面试回答方式,同时,在查找信息的时候也能帮助你发现自己是不是真心喜欢这家公司,这个职位。
3
定位自己:你为什么适合这份工作?
你必须有一个目标,并能够清晰地表达给面试官,你的技能和经验符合公司的需求和位置要求。思考如何将这些技能,个人素质,学术成绩结合在一起,使你成为最好的候选人。
4
准备好你的答案
写下你认为面试官会问的问题,提炼要点和答案。使用STAR (Situation-Task-Action-Result)法则(后文有详细STAR应用指南) 法则作为思路,尤其是针对behavioral question.
5
练习你的回答
毕竟没有实践检验的真理就是耍流氓。在镜子前大声说出你的回答,它可以让你注重面部表情和手势这些细节。问问自己,“我看起来是放松还是紧张?”“我的身体语言是什么?”“我的节奏和音量如何?“然后根据自我反馈进行自我调节。
Behavioral Question 考查的能力
绝对不是假大空,重要的是根据能力需求,来匹配个人经历和完美回答,更好地契合公司的人才招聘条件。
1
Interpersonal Qualities
Tell me about a time when you had to be assertive.
主要了解面试者的性格,是否适合公司文化和公司氛围,能否和公司员工友好相处。是面试官在面试中最看中的一点,除了举实例表达自己平易近人好相处之外,还应该注重自己回答问题的表情和状态。
2
Communication Skills
Describe a time when you used persuasion to convince someone to see things your way. 
沟通能力是在公司中最为重要的能力之一,考查应聘者是否了解专业业务,是否能准确表达相关任务,首先应该简单介绍是什么沟通项目的问题,然后详细阐释自己在沟通过程中扮演了怎样的角色,起到怎样的作用。最后用充分的论据说服对方接受自己提出的解决方案。
3
Leadership
Tell me about a time when you take a leadership role.
面试官主要想通过这些问题了解应聘者是如何领导团队的,以及是否取得了一定的成果。所以在回答这一问题时,就像题中所问,一定要举例,具体化有逻辑地充分说明自己的领导力水平。
4
Problem-solving/analytical
Can you tell me about a situation where your analysis of a problem was deemed to be incorrect? What did you do next? 
这些问题主要考查你查找问题,以及分析解决问题的能力。首先应从自己的工作经历中寻找一个与所应聘职位密切相关的实例,然后说明描述自己是如何处理这一问题的,不管怎样都要举例子,在故事里加以说明。
总的来说,主要考查的能力主要有:领导能力、决策能力、解决问题的能力、创新能力、沟通能力、组织策划能力、团队合作能力、抗压能力、适应能力、注重细节的能力等。当遇到这些问题的时候再快速反应面试者所需要的能力,并且根据能力把准备好的故事表达出来,八九不离十啦~
Behavioral Question 回答思路
1
STAR法则
STAR法则,即为Situation Task Action Result的缩写。

Situation: 情景 
应聘者需要描述他在所从事岗位期间,曾经完成的某件重要的且可以当作考评标准的任 务的背景状况。
Task: 任务
考察应聘者在其背景环境中所执行的任务与角色,从而考察该应聘者是否做过其描述的职位及其是否具备该岗位的相应能力。
Action:行动 
考察应聘者在其所描述的任务当中所担任的角色是如何操作与执行任务的。
Result: 结果 
该项任务在行动后所达到的效果,通常应聘者求职材料上写的都是一些结果,描述自己做过什么,成绩怎样,比较简单和宽泛。
2
如何应用STAR法则
从过去的经验中找出六到八个例子。你过去生活中的所有经历都可以用来当作例子。
Academics,such as class projects (How did you work with others? Lead others?)
Sports (Will yourgoal-orientation transfer to your career? What did you learn about being a teamplayer?)
Activities (Have you publisheda story, given a speech, or marched in the Cal Band? Were you a leader?)
Volunteer, work, or internship experiences (When did your performance exceed expectations? Achieve somethingnew? Make things easier? Save or make money?)
不仅仅只准备积极的例子,包括有一些失败经历也需要准备,但是更重要的是你采取了什么行动来完善不完美的结果。
一般来说,对每个问题的回答得控制在2-3分钟以内。在这很短的叙述例子的过程中,你的重点应该是强调Action 和Result,这是面试者最关心的部分。所以在时间分配上,对于Situation和Task你要非常简洁地一笔带过,交代清楚大概的背景就可以了。
3
面试真题 & 回答模板
So Eric, tell me about a time you led without authority?
Situation:
Absolutely, before coming to Fuqua, I was a part of Hearst Magazine’s app lab, and we were the hub for getting all of our 23 magazine titles available to users in iTune store and other digital vendors on a tablet or on a mobile device.  When I started at the app lab, we were seeing some customer complaints that people were seeing the magazines available in the store but not yet available in the digital newsstand. That was 68 percent of the time.
Task:
And so my mission was really to get it so that our digital editions were available closer to 100% of the time, right when people were seeing it on the newsstands. What that involved was a lot of coordination as product operations lead, among groups that didn’t necessarily have any reason to work together other than this mutual need for the digital edition, so quality assurance, editorial publishing technology.
Action:
What I did to start off with was to create a system, a schedule for each of the different groups on what their deliverable was, how they needed to communicate between groups in order to pass on from one group to the next. That was really helpful, but that still didn’t address all the last-minute fire that would come up, may be the editorial team need to make the last-minute change of the story for the legal reason.

What I had to do then was to coordinate with all of different teams downstream about what the change was, why we needed to do it, what the importance of that was and could they complete it within certain amount of time so we can guarantee getting the issue live on time.
Result:
What I found with getting people to coordinate with you when I didn’t have any authority over them was providing communication and context surrounds around the need. So by the time I left, we were already seeing our digital editions 98% of the time at the same point that people are seeing in newsstand stores.
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