外企在面試管理人員時，通常側(cè)重考查應(yīng)聘者的管理能力，所提問題主要涉及以下六個方面：①應(yīng)聘者的管理風(fēng)格;②應(yīng)聘者的判斷和決策能力;③應(yīng)聘者委托任務(wù)的能力;④應(yīng)聘者激勵員工的能力;⑤應(yīng)聘者培養(yǎng)員工的能力;⑥應(yīng)聘者的溝通能力。應(yīng)聘者在參加針對管理人員的面試前，除了要準(zhǔn)備好與應(yīng)聘行業(yè)、公司、職位等相關(guān)的常規(guī)面試問題外，還要充分準(zhǔn)備好上述六類問題。本期筆者就針對這六個方面模擬了六大問題，并為大家提供相應(yīng)的應(yīng)答思路和參考回答。
管理風(fēng)格
Q：How would you describe your management style?
應(yīng)答思路：在面試管理人員時，主考官通常會對應(yīng)聘者的管理風(fēng)格進(jìn)行提問，因為管理風(fēng)格在很大程度上決定了管理者與下屬關(guān)系的好壞。應(yīng)聘者可以主要強調(diào)以下三方面：①說明自己不會和下屬不分級別地打成一片，因為這樣不利于約束下屬;②說明自己也不會成為一名高傲冷漠、拒人于千里之外的管理者，因為這樣難以從下屬那里了解到工作中存在的問題;③強調(diào)自己的管理風(fēng)格并非一成不變，能夠針對不同下屬、不同公司的情況調(diào)整自己的管理風(fēng)格。
參考回答：First of all, I don't want to be an overly friendly and understanding manager because this may make it difficult for me to discipline my subordinates, nor do I want to be an unfriendly, unapproachable manager who may not be aware of ongoing problems. I think a certain distance between my subordinates and me is necessary. This will enable me to better manage them. In addition, my management style is flexible. That is to say, I can adapt my management style to different people and circumstances and am able to make changes and improvements whenever necessary. For instance, for certain of my employees, I have been trying not to give them the answers when they ask for help with a problem. They need to learn how to come up with the solutions themselves, and I need to guide and facilitate this process. In order to do this, I allocate however much time is needed to sit down with them and work through the problem. We discuss it, and I give my view of the situation and then ask them to go away and think about the best solution.
判斷和決策能力
Q：How do you make your decisions in general?
應(yīng)答思路：優(yōu)秀的管理人員應(yīng)具備思維縝密、邏輯清晰的判斷力和決策能力。應(yīng)聘者在回答這一問題時可以通過列舉某個決策的制定過程來說明自己具備這一能力，參考思路如下：①在決策制定之前，應(yīng)聘者組織團(tuán)隊成員一起群策群力，采取“頭腦風(fēng)暴”的形式獲取盡可能多的解決方案;②應(yīng)聘者與團(tuán)隊成員一起評估每個解決方案的優(yōu)缺點;③應(yīng)聘者與團(tuán)隊成員一起判斷和選擇最佳方案，并執(zhí)行方案。此外，應(yīng)聘者還可以補充說明一點：在執(zhí)行決策后，應(yīng)聘者通常會組織人員對決策的實施效果進(jìn)行評估，及時總結(jié)經(jīng)驗和教訓(xùn)。
參考回答：I usually follow several steps to make my decision. First, I work with my team members to brainstorm as many feasible alternatives or solutions as possible. Second, we evaluate each of these solutions by weighing advantages and disadvantages. Finally, we choose the most appropriate solution and carry it out. In addition, we also consider what goes right and wrong with any decision and learn for the future. Without feedback, we would never learn from experiences and may make the same mistake again.
委托任務(wù)的能力
Q：How do you delegate tasks?
應(yīng)答思路：在回答這一問題時，應(yīng)聘者要避免兩種極端方式：①控制狂式，即在給下屬安排任務(wù)或在下屬完成任務(wù)的過程中，對每一個細(xì)節(jié)都進(jìn)行嚴(yán)格的管理、監(jiān)督和指導(dǎo);②放任式，即在給下屬分配任務(wù)后放任不管，對任務(wù)完成的方式和進(jìn)展都不加以指導(dǎo)和監(jiān)督。應(yīng)聘者應(yīng)著重強調(diào)自己會針對不同的下屬采取不同的任務(wù)委托方式。譬如，對于缺乏經(jīng)驗的初級員工，應(yīng)聘者會給予他們足夠的指導(dǎo)和監(jiān)督，這不僅有利于任務(wù)的順利完成，而且能給下屬帶來一種安全感;對于經(jīng)驗較為豐富的員工，應(yīng)聘者則不會過多地干預(yù)，以體現(xiàn)對下屬的信任和對其能力的肯定。
參考回答：I don't think it is effective to delegate tasks to different subordinates in the same way. It is necessary for a manager to adapt his delegating skills according to the individual he is dealing with and the situation. For example, for inexperienced employees I often use a way that involves a high level of task instruction and close supervision. I find this effective because the inexperienced employees need to be assured that they know exactly what to do and how to do it. They also require constant support to build their confidence. For more experienced employees who are comfortable with their work, I encourage independent thinking and expect them to come to me for help only when they need it. This demonstrates my trust in their ability to do the job on their own.
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