First of all, make it clear that competition is to show your advantages, not to avoid your disadvantages. At the same time, beat competitors and give leaders the best measurement results. Therefore, in the competition, avoid false information or inaccurate positioning. Find the skills you need most in your work, supplemented by relevant professional skills, in order to win. Generally speaking, the following questions are asked:
1, why should we compete for employment?
This is an open question, and you can play it freely. However, what leaders want to know is not necessarily what you want to say. As with the following questions, we need to know what the investigation point of each question is. This question is to examine your willingness to work. The reason why you compete for employment is very simple, that is, to further develop vertically in the company, to show your long-term accumulated work and management experience, and to promote colleagues who bring growth to the company's business. Of course, you can handle it flexibly according to your own situation, but don't forget to combine yourself with the interests of the company. Company first, you second.
2. What are your advantages in this competition?
This is a showdown and the best time for you to give full play to it. At this time, we must pay attention to rules and priorities. Some can be listed in advance and supported by events. If you are competing for corporate executives, your core is to improve the company's performance; If you are the head of human resources department, your core is to solve the company's human resources (recruitment, training, salary, etc. ); If you are a financial supervisor, your core is to increase revenue and reduce expenditure ... No matter what field you are competing for, there is always a core task, and that is your advantage. At the same time, supplement the necessary auxiliary ability. For example, business, such as being a branch manager. Your market insight, business development, employee motivation, employee management, sales control and resource coordination all come from your position, and then give appropriate examples to make this answer no different.
3. What other shortcomings do you think are unfavorable to your work?
This is a question of hitting yourself in the mouth. Perhaps, before asking this question, your leader already knew your weakness and just wanted to see your understanding and sincere attitude towards yourself. You know, a supervisor, the most taboo is to report good news but not bad news, cheat superiors and cheat subordinates. So, if you have any weakness that everyone may have, just say it, show your true side, and say that you will make continuous progress in your future work.
4. What do you think of this field?
This is to examine your market vision. Accurate analysis of a market is an indispensable ability as a team leader. A good answer depends on your knowledge of this field. The basic skills are reflected at this time. You know, leaders often consider problems from the perspective of the company, not just a department. In the case of grasping this principle, join market analysis and solutions to avoid being questioned by the other party and losing the initiative. For example, what do you think of XXX's current it market? Then your answer, first of all, is what position the overall development occupies in the country at present, which core manufacturers and brands are there, which brands are successful and which brands are retreating. What are the successful strategies and what are the reasons for failure? Secondly, due to the changes in the market, what changes have taken place in people's consumption, what data show this change and what impact it has on our market strategy. Finally, in view of the current situation, what can we do ... Note, don't say what we want to do, because leaders are also analyzing the market and doing related work. They may think more than you do, but you may not be right. Another situation is that if you are right, but he doesn't do it, he will think you are insinuating that he should be modest in strategy and direction. Remember, data is very important.
What do you think is wrong with the department you are competing for?
This is a very complicated problem, because it involves many aspects. First, we should truthfully answer the practical questions that affect the development of the company. Second, avoid personnel problems, because on the one hand, the former supervisor may be promoted, and he may also become your subordinate. The development of his works has a lot to do with him. If you hit the nail on the head and finally win the competition, he is likely to become the most difficult bone for you to chew. Third, when asking questions, there must be solutions. Don't see a lot of problems without telling you the solutions. You'd better not tell them. Fourth, don't die on details. Find the core small problems that affect the development of departments and companies, and you can solve them in one sentence, because you have to set your sights higher. For example, if the health work is not done well, there is no need to delve into it when summing up. Five, all the problems are not problems. This is a necessary concept, which will affect your attitude and tone of voice. All problems should be viewed objectively. They must face it in the development of a department or a company, not because of someone or something. Keep your objectivity.
If you succeed in the competition, how will you work?
It is important to solve problems, but the most important thing is to do the right thing. Therefore, the core is how to break through the existing business model. Please give play to your innovation and overall planning ability in this regard. You may not do this in the future, but your answer will let the leaders see your potential. A person who only works hard can't see the future. People who talk big can't put it into practice. A man who can't see the forest for the trees can do nothing. So, find the key point, the business growth point of the company and the department, work hard, and combine vision and efforts in management and planning.
6. What do you think of the future development of this department and company?
First, life is a company person, and death is a company ghost. Everyone is responsible for the rise and fall of the company. Don't look at the future development as an employee, think from the boss's point of view, like the joy of the company and worry about the company. Second, objective analysis, but proper use of words. From the market point of view, from the company's strength, from the strategic goal, from the personal positioning, from all aspects of existing resources, it is well-founded. Third, if you can't lead, you can still be a soldier. Many companies often leave after competitive recruitment. Let the leader see your loyalty. You don't want to position yourself in the current competitive position, but you need by going up one flight of stairs, and your contribution and career will be realized in the company.
Step 7 wait ...
There are still many questions. There are some basic concepts in the answers to the above questions. The core will not change. Be prepared for constant changes, analyze the strength of your opponent, and make targeted speeches, but don't be too specific and aggressive. This is a big no-no.
Finally, I wish you a promotion step by step!