英語面試多人情景對話

　　Q:What color is your brain?

　　A:My brain is red because Im always hot.Im always on fire with new plans and ideas.

　　問：假如你一進(jìn)電梯，就發(fā)現(xiàn)電梯里的人都面向電梯壁，你會(huì)怎么做?

　　答：我想我會(huì)向前看并大聲說：“你們知道，向前看要舒服得多。”像廣告和制圖這種創(chuàng)意性領(lǐng)域里的面試是不同于別的工作面試的。廣告業(yè)招聘者會(huì)采用不同的面試形式和步驟，通常是引導(dǎo)一種行為式的面試。招聘者問這類問題，是要發(fā)掘在特別真實(shí)的生活環(huán)境中你的行為是什么樣的。

　　Q:If you got on an elevator where everyone was facing the back,what would you do?

　　A:I think Id face the front anyway and say aloud,“It's really much more comfortable facing forward,you know.”

　　問：考慮一下以下的情景：一天晚上，你工作到很晚，是留在辦公室最后的一個(gè)人。你接到一個(gè)找管理人員的緊急電話，是銷售代表打來的，現(xiàn)在他正在會(huì)見一個(gè)潛在的客戶。他要對一個(gè)問題作出答復(fù)，否則的話，明天就太晚了。你能回答這個(gè)問題，但這超出了你應(yīng)有的職權(quán)范圍。

　　這種情況下你會(huì)作出什么反應(yīng)?

　　答：我會(huì)收集所有有關(guān)的資料、文件證明，然后回答他這個(gè)問題。第二天早上我會(huì)給管理人員留張紙條，告訴他這件事的詳情，說明我所作的決定和解釋我的思考過程。這個(gè)回答顯示出求職者對他自己的能力充滿信心，而且他在處理緊急事件的時(shí)候是靠得住的。同樣，你的回答應(yīng)表明，在棘手的`情況下，你絕不膽怯做一名決策者，即使這種情況下的決定超出你的職權(quán)范圍。

　　Q:Consider the following scenario:Youre working late one evening and are the last person in the office.You answer an urgent telephone call to your supervisor from a sales rep who's currently meeting with a potential client.The sales rep needs an answer to a question to close the sale.Tomorrow will be too late.You have the expertise to answer the question,but it's beyond your normal level of authority.How would you respond?

　　A:I'd get all the pertinent information,taking welldocumented notes.I'd then answer the question based on my knowledge and the information provided.I'd leave my supervisor a note and fill him or her in on the details then next morning.I'd be sure to explain my decision,as well as the thought process behind it.

　　問：你認(rèn)為那些生產(chǎn)好產(chǎn)品的公司為什么會(huì)失敗?

　　答：參與產(chǎn)品設(shè)計(jì)或生產(chǎn)的人員必須對產(chǎn)品完全了解和充滿信心，并能定期使用它。只有這樣他們才能對產(chǎn)品進(jìn)行不斷的改進(jìn)，滿足顧客的需要。任何產(chǎn)品都必須不斷改進(jìn)，從而滿足顧客日益變化的需求。只有讓員工都參與產(chǎn)品的生產(chǎn)并對之保持熱情，才能使改進(jìn)成為可能。

　　這是個(gè)關(guān)系到求職者作為領(lǐng)導(dǎo)者是否有遠(yuǎn)見的問題。假如你被問到這樣的問題，你最好談及一項(xiàng)產(chǎn)品或想法失敗的具體例子，而失敗是由于員工或其他顧客缺乏熱情。你不要過分地吹毛求疵，應(yīng)談及你采取了什么與眾不同的措施。

　　Q:Why do you think that some companies with good products fail? 　　A:Employees who are involved in the design and/or manufacture of a product must totally understand and believe in the product nd use it on a regular basis.Only in this way can they continually modify and improve it to the customer's satisfaction.Any roduct must be constantly finetuned to meet the changing needs and demands of the consumer.Only by getting the employees nvolved with the product and excited about it can this improvement occur.

　　問：你的應(yīng)變能力如何?

　　答：從前，在我們新產(chǎn)品投產(chǎn)時(shí)，都是我們的總工程師發(fā)布一則關(guān)于新產(chǎn)品優(yōu)良性能的評(píng)論。但是當(dāng)我負(fù)責(zé)一項(xiàng)新產(chǎn)品的投產(chǎn)時(shí)，我決定讓我們3個(gè)最大的客戶錄制一盤宣傳我們新產(chǎn)品的錄像帶，用于我們的市場推銷活動(dòng)。這種做法大大提高了我們的信譽(yù)，而且銷售量超過了6個(gè)月的銷售定額�，F(xiàn)在我們通常都采用這種方式來推出我們的產(chǎn)品。

　　這是個(gè)考察求職者的創(chuàng)造力和主動(dòng)性的問題。舉一個(gè)你如何改變計(jì)劃或方向并且取得同樣或更好效果的例子。你要側(cè)重談你怎樣獲得至關(guān)重要的信息或者是你如何改變個(gè)人作風(fēng)獲得與別人合作的機(jī)會(huì)。

　　Q:How resourceful are you?

　　A:At one time,for all of our new product launches,our chief engineer would release a press statement about its virtues.But when I was given responsibility for a new launch,I decided to get three of our largest customers to videotape an endorsement or use in our marketing campaign.The result was a far higher level of credibility,and we exceeded our sixmonth sales quota.We now use personal endorsements routinely when we launch our products.

　　問：向我證明你的說服能力。

　　答：在我做暑期實(shí)習(xí)生期間，我被派去對一主要公共設(shè)施的所有通訊費(fèi)用基準(zhǔn)進(jìn)行調(diào)查研究。我必須取得屬于幾個(gè)不同部門的員工的一致意見。遺憾的是，因我是實(shí)習(xí)生，被拒絕合作。我不得不和每個(gè)員工單獨(dú)會(huì)面，并說服他們，我現(xiàn)在所做的一切最終都是有益于他自己的部門及整個(gè)公司。經(jīng)過一個(gè)月的努力，我終于說服了他們，計(jì)劃得以圓滿地實(shí)施，最后拿到了因努力而掙得的獎(jiǎng)金。

　　這是個(gè)考查領(lǐng)導(dǎo)能力的問題，不過盡可能別用你被指定為領(lǐng)導(dǎo)者的例子。可能的話，描述你沒有真正職權(quán)的一次經(jīng)歷，但你運(yùn)用你的說服能力獲得人們對你的支持。描繪你努力的目標(biāo)和你的努力的結(jié)果。大家為什么會(huì)信任你?

　　Q:Give me proof of your persuasiveness.

　　Auring my summer internship I was assigned the task of conducting a benchmarking study for all the communicationexpenditures for a major utility.I had to get the consensus of employees in several different departments.Unfortunately,they resented the fact that I was just a summer intern,and they refused to cooperate. I had to schedule individual meetings with every employee and persuade each one that what I was doing would be ultimately beneficial to his or her own department and to the company.After a frustrating month I finally got everyone's cooperation,the project went flawlessly,and in the end I received a bonus for my efforts.

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