名企招聘与测试案例解析
招聘案例分析经典题目(附答案)
招聘——案例分析经典题目（附答案）案例分析（一）由于某高校在相应学生管理制度上还不够完善，使得从某地来成教班就读的X同学来校不久就练气功，有想当和尚的念头，老师极力劝说但还是无济于事，从而导致该同学走火入魔，并出现了一定程度的心理障碍。
通过与其家人沟通等侧面了解，得知该同学在中学就有过跳楼、喝农药的历史，但庆幸的是两次自杀都没有成功。
老师得知此事后，对其格外照顾和关心，并请同学协助看护，但一个周末，该同学谎称回家，第二天才得知其并未回家，而是离校出走了。
通过一定渠道，事件负责人Y老师获悉了该同学的两个可能去向，在去往可能的去向A 地寻找未果后，决定去B地。
在去往B地寻找的过程中，虽经过精心安排，但还是晚了一步，当大家发现时，该同学刚从缆车上跳下，自杀身亡。
该同学的家长情绪非常激动，想要把尸体拉运回家，但陪同司机不想拉运尸体，也急着回校，而且当地相关部门要求就地火化。
最后，该事件被妥善处理，X同学家长也接受了现实，并和Y老师结成了朋友。
因该事件整个过程处理得当，Y老师也受到了学校及学院的表彰。
该事件过程中的一切费用应由学校支付，但在找到该同学之前（得知该同学自杀身亡前），其家长还抱着较大希望，所以这之前的全部费用都是该同学的家长支付的。
最后，虽说该同学还是死了，但由于事情处理得当，该同学的家长对Y老师相当感激，所以回来时，该同学的家长就说：“虽然我们的孩子已经去了，但您是我见到的最好的老师，为了表示谢意，请将这些发票收下（在找到该同学之前的所有费用的发票，共计5 000余元人民币，这些发票完全可以向学校报销）。
”X同学的父母硬要Y老师收下，还说：“你要是不收下，就是看不起我们，而且连朋友也没得做。
’’盛情难却，Y老师收下了该同学家长送的这些发票，但报销后，Y老师将这些钱悄悄地资助了班上的一名特困学生。
问题：1．若您是分管学生工作的副院长，在得知X同学离校出走后，您会做何反应？2．若您是该事件的负责人Y老师，在得知X同学离校出走后，您会怎样确定X同学的可能去向？3．若您是事件负责人Y老师，为顺利找到X同学，到B地后，您会做怎样的安排部署？4．X同学自杀身亡后，其家长在一段时间内的情绪非常激动，若您是事件负责人Y老师，您会做怎样的沟通与协调？5．若您是分管学生工作的副院长或学校其他相关领导，在得知X同学在B 地自杀身亡后，您会倾向以下哪种选择：A．自己晕机、晕车，就不用亲临现场了，由事件负责人Y老师全权负责。
58家中外名企招聘案例精选
名企招聘案例集锦ﻫ社区里有许多面试方面的贴子，有介绍面试技巧、名企面试,面试大全,面试题,笔试题大全等等,为了方便方大网友查看,现做一期专题：本期专题将系统，全面,集中的向大家介绍去名企面试的成功技巧。
本期专题有1００个精华贴，从招聘到求职，到面试技巧,面试礼仪，面试题,笔试题全部齐全!值得大家收藏。
跨国公司:ﻫﻫ微软IBＭ戴尔壳牌百威西门子惠普高盛星巴克英特尔ＳＯＮY GOOＧLＥ联想宝洁飞利浦宝洁阿尔卡特等等ﻫﻫ国内企业:ﻫTＣL华为网易农业银行香港电信网通大唐电信香港银行普天Ｃ+＋东信等等ﻫﻫ面试题包括:广州日报笔试题网易面试题明基面试问题广州本田笔试题广东北电面试题目 Briny笔试题国泰君安笔试题中国国际金融有限公司CＩＣＣ笔试题 Intel笔试面试题目戴尔面试题等等ﻫﻫﻫ因为有一百多篇贴子,所以请大家不要心急,如果一时看不完,可以收藏起来.以后慢慢看ﻫ北京信威通信技术股份有限公司面试题汉王笔试题ﻫ威盛笔试试题高通笔试题扬智(科技）笔试题目ﻫ德勤笔试题ﻫAvant! 微电子EE笔试题普华永道PＷC笔试题目（作文）ﻫ友立资讯笔试题目ﻫ凹凸电子软件笔试题ﻫ星巴克ﻫ百威啤酒(武汉公司）维尔VＥRITAＳ软件笔试题ﻫ香港电信笔试题KPMＧ笔试题Shell coｍｐaｎy笔试题ﻫA．Ｔ. Keaney笔试题ﻫHoｎｇkoｎｇ Bank笔试题Ｄelｐhｉ笔试题目中软融鑫笔试题东信笔试题网通笔试题大唐电信面试题ﻫ普天C++笔试题ﻫ联想笔试题华为笔试题Sｏny笔试题ﻫ戴尔面试题ﻫ阿尔卡特（中国)的面试题目ﻫ意法半导体软件试题ﻫ飞利浦笔试试题宝洁公司（P&G)面试题目IBM社会招聘笔试题ﻫIBM面试笔试题ﻫ实验室笔试题Iｎtel笔试面试题目46家中外知名企业面试题目微创笔试题目(微创,微软在中国的合资公司）微软面试100题ﻫ４6家中外名企招聘面试题目一览表ﻫ丰田的全面招聘体系ﻫ招聘渠道ﻫ宝洁公司的校园招聘宝洁公司的笔试ﻫﻫ人才招聘中的笔迹分析技术招聘面试中如何进行有效的提问招聘面试中如何进行有效的提问（２）ﻫ宝洁公司的标准化面试ﻫ宝洁的面试由8个核心问题组成名企的特殊面试ﻫ跨国公司的特殊面试ﻫ内部招聘员工的方法人才測評在招聘中需不需要? ﻫ面试技巧攻略ﻫ名企面试游戏ﻫ名企招聘工作流程名企面试攻略ﻫ名企招聘会上的经典题目著名企业招聘典型试题精选ﻫ求职笔试大全ﻫ微软面试100题碰到这样的招聘考题,你要当心4６家中外知名企业面试题目ﻫ微创笔试题目(微创,微软在中国的合资公司)ﻫＩｎtel笔试面试题目ﻫ实验室笔试题ﻫIＢM面试笔试题ＩＢＭ社会招聘笔试题宝洁公司(P＆G）面试题目ﻫ飞利浦笔试试题阿尔卡特(中国)的面试题目ﻫ意法半导体软件试题ﻫ戴尔面试题ﻫＳonｙ笔试题ﻫ华为笔试题联想笔试题ﻫ普天C+＋笔试题ﻫ大唐电信面试题ﻫ网通笔试题东信笔试题中软融鑫笔试题Ｄｅｌpｈｉ笔试题目Hongｋong Baｎk笔试题ﻫA.Ｔ. Keaney笔试题ﻫSｈelｌｃomｐａny笔试题KPMG笔试题香港电信笔试题维尔VERITAS软件笔试题百威啤酒(武汉公司)星巴克凹凸电子软件笔试题ﻫ友立资讯笔试题目普华永道PWC笔试题目(作文)Avaｎt! 微电子EE笔试题德勤笔试题扬智（科技)笔试题目ﻫ高通笔试题威盛笔试试题ﻫ汉王笔试题ﻫ北京信威通信技术股份有限公司面试题ﻫ中国国际金融有限公司CＩCC笔试题国泰君安笔试题ﻫBriny笔试题广东北电面试题目Rｅ: 名企招聘案例集锦——精华版广州本田笔试题ﻫ明基面试问题ﻫ网易面试题广州日报笔试题免费下载!面试测评问题表 ,面试评分标准表１7种高效选聘方法招聘的怪招、阴招和损招案例集锦ﻫ求职最受欢迎的十大技能。
招聘A公司的面试案例（精选多篇）
招聘A公司的面试案例（精选多篇）第一篇：招聘A公司的面试案例A公司的面试始末A公司是一家著名的大型企业，为在管理模式上与国际接轨，在中层经理的调整过程中突出了公平原则，即全员下岗。
最让A公司感到自豪的是在中层经理的全员竞岗过程中，他们邀请了三名中国知名人事专家做考官，并对其中的面试环节进行了具体指导。
中层经理的整顿包括以下步骤：第一，所有中层经理名义上自动脱离岗位，为不影响工作，暂时代行经理职权（共空出58个岗位）：第二，号召所有符合条件的公司员工都来竞聘中层经理职位（实际竞聘者100名）；第三，对所有竞聘者进行公平测评（资历、业绩、能力、群众威信等方面的评定）；第四，择优录用，签订聘用合同。
其中第三个步骤，资历的评定包括对竞聘者的学历、专业、知识水平、工作经历等方面的评定，权重系数为30%；业绩指的是上一年的工作业绩状况，权重系数为20%，能力指在面试中表现出来的个人影响力、工作动机、精力状况、交流技巧、思维能力等方面的总和，权重系数30%；群众威信指通过民意测验了解到的竞聘者在德能勤绩四方面的评定结果，权重系数为20%。
A公司尤其看重通过面试进行的能力测评这一环节，甚至不惜重金聘请了三位国内知名的人事专家进行现场指导。
具体情况如下：2005年12月16日上午8点30分，X先生、Y女士和Z先生相聚于A公司的培训中心。
他们都是于两天前接到邀请的，但是A 公司并未给他们相关的背景材料。
8点30分到9点整的这段时间里先是公司领导礼仪性的接待和介绍,然后是专家间的自我介绍，最后仅用10分钟的时间进行面试的介绍。
A公司人事部经理代表公司要求三位专家除了充当专家评委外，还要对整个面试过程给予指导。
9点整，三位专家分别被安排在三个大的专用面试房间内，分别负责三个面试小组。
其中X先生在008房间，为第一小组。
房间的布置很典雅，人事经理说其他两个房间的布置都是一样的，即房间一侧有五张一字排开的桌子，分别为五位评委准备的。
招聘面试案例分析样题和答案
McKiney On line case studyTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature). In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.Attract more applicants at the same costReview the list of campuses targeted ., optimize resource allocationacross schools). The review may result in adding certain higher potentialcampuses and eliminating other ones that appear to have more limitedpotential.Review recruiting approach at each campus ., optimize cost-effectivenessof messages and approaches at each school).Extend offers to a higher percentage of applicants while maintaining quality ., reduce the number of people who are turned down who would have performed equally well in the job)Improve acceptance rates among offerees ., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.Review the list of campuses targeted ., optimize resource allocation across schools). The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential.Review recruiting approach at each campus ., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted What sort of analysis would you want to conduct and whyA: You might take the following approach, where we've outlined two avenues of analysis: Estimate the hiring potential across schoolsAnalyze the number of hires by school over the last several yearsDevelop a comprehensive list of schools that meet our requirements anda minimum set of standards for recruitsSurvey seniors at these schools to determine interest in an entry-levelposition with the clientConsider the size of the graduating class at each school, determine howthat class might be segmented ., each class could be segmented bydiscipline or segmented based on career interests in response to thesurvey), then calculate the size of each segmentEstimate the optimal cost-per-hire across schoolsCompare the current cost-per hire across schoolsIdentify opportunities to decrease the cost-per-hire at each schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates ., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools ., those with an average cost per hire of $2,000), what else would you want to knowA: Some of the possible answers are given below.Basic questions:What are the components of costs at these schools (why is it so expensive to recruit there)What opportunities exist to reduce costsHow much cost savings would result from implementing each of the opportunities What consequences would implementing each of these opportunities have on recruiting at the least efficient schoolsQuestions demonstrating further insight:Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schoolsIf we reduce costs at the least efficient schools, what will we do with the cost savings ., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising ., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campusA: We are looking for at least a couple of answers like the ones given below: Improve/enhance recruiting messages ., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)Utilize referrals ., faculty, alumni)Come up with creative ways to target specific departments/clubs of the school Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this informationA: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B ., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to LeadershipA: The answer is 20 candidates ., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed todayA: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGSThere appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost: Increasing blanket advertising is ineffective and costly, but changingthe advertising message on some campuses could increase applicantssignificantly without increasing costs. At one of the campuses we've looked at, University 4, the number of applicants would go up more than 100 percentThe cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certain places or reallocate resources more efficientlyNEXT STEPSWe plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schoolsAfter looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate ., ensure we're not turning down quality applicants) and to increase the acceptance rateWe will examine additional methods for attracting more applications from our current campuses ., referrals, clubs) in addition to assessing the impact of improved messaging on campus。
国内外著名企业招聘典型试题精选
国内外著名企业招聘典型试题精选
一、叙述题
题目：请简要介绍你自己的教育背景和工作经验。
答案示例：本人毕业于XX大学XX专业，获得学士学位。
毕业后在XX公司实习，主要负责XX项目的开发工作。
在工作中，我学习了XX
技能，提升了XX能力。
二、分析题
题目：分析市场上竞争对手的战略并提出应对措施。
答案示例：竞争对手A采取了XXX战略，主要侧重于XXX市场；
竞争对手B则注重XXX产品的研发。
为了应对这些竞争对手，我们可
以加强XXX方面的研究，提高XXX产品的竞争力。
三、逻辑题
题目：如果你是一支销售团队的领导，如何提高团队的销售业绩？
答案示例：首先，培训团队成员，提高他们的销售技能和专业知识；其次，激励团队成员，设立奖励机制，激发他们的工作热情；最后，
建立有效的销售策略，明确目标和计划，在实践中不断优化。
四、案例题
题目：请分析某著名企业成功的原因并提出你认为该企业未来可持
续发展的建议。
答案示例：著名企业A成功的原因是其创新能力和团队合作精神。
未来，我认为该企业应继续投入创新研发，关注环境保护和社会责任，以实现可持续发展。
五、综合题
题目：你发现公司某产品在市场上销售状况不佳，请提出你的分析和改进建议。
答案示例：分析市场需求和竞争对手产品，找出产品不足之处；调查消费者反馈，了解需求和期望；调整产品定位，提升产品质量和服务水平，开展促销活动，提升产品知名度和口碑。
以上是国内外著名企业招聘典型试题的精选内容，希望对应聘者在应试过程中提供帮助和启发。
(招聘面试)HR招聘实战案例解析大全(题)
HR招聘实战案例专家解析大全（250题）1、招销售员薪资不占优势，网络以及现场招聘效果不如人意，还有什么办法?支招：对于基层销售员的基层岗位人员需求，建议可以和培训结合起来一起去满足。
比如，可以把招聘条件降低为基础素质比较好的学生，则薪资劣势可以缓解，然后通过系统的上岗培训和考核，让他们可以达到一个初级销售员的能力状态。
2、下目前那一种招聘渠道比较好?支招：看企业人员层次：高层(猎头或推荐);中层(智联等3大网站);基层(大学生或区县相关劳动服务单位等)，同时建立自己企业的招聘渠道分析机制，从量和质上进行数据化分析，让合乎逻辑的分析和数据来告诉你，你们的企业，哪个渠道最适合。
3、招聘90后新员工时，应该注意哪些事项?支招：(1)先不要人为标签化，去给某类候选人贴上一种标签 (2)了解相互间的兴趣点、兴奋点、工作的关注点、价值取向和爱好、活动群体、愿意工作的氛围等4、如何对应90后员工的频繁离职?支招：关键得拉近双方的距离， 90后是很难管理的，要管理好这些人，关键是靠文化，文化的怀柔政策或找兴趣的共同点，用文化价值观趋同因素才能够使对方对企业有感觉。
5、小企业的HR如何完成招聘计划?支招：(1)从社会渠道招聘，做好计划与预见性。
同时，建立内部培训和接替计划 (2)请应聘者清楚企业的优势，比如：产品的先进性、企业的创业期优势、人员的企业文化氛围等6、目前公司的HR主管不专业，我该换家公司吗?支招：从机会的角度来说，在不专业的公司，你相对较容易出头。
HR是一门实践的学问。
必须从实践中积极思考和总结，才可以有很多真正属于自己的收获。
7、销售人员现在很难招聘，怎么办?支招：必须保证基本薪资，讲授销售心法，让他们有希望。
最重要的是做好职业生涯规划，给他们愿景!8、应届毕业生只看重报酬，招聘时如何应对?支招：研究一下学生的求职心态。
从心态上入手，设计一些雇主形象宣传的环节，比如，常见的有校园路演或采用相对专业的面试技术，如无领导小组讨论，来树立雇主的形象、水平。
公司招聘案例分析一宝洁公司招聘流程及面试题 精品
公司招聘案例分析一世界500强广州宝洁公司招聘流程及面试题宝洁公司良好的薪金制度和巨大的发展空间，让“宝洁”成为大学生心目中向往的公司。
而同时宝洁公司完善的选拔制度也得到商界人士的首肯。
如何进入宝洁这样的机构，让我们来熟悉它的招聘流程。
宝洁概况成立时间：1837年总部：美国俄亥俄州辛辛那提市销售额：434亿美元（2002-2003财政年度)利润额：51.9亿美元（2002-2003财政年度）分公司分布：超过80个国家产品销售：超过160个国家产品种类：洗发、护发、护肤用品、化妆品、婴儿护理产品、妇女卫生用品、医药、食品、饮料、织物、家居护理及个人清洁用品全球技术中心：19个年度研发投入：17亿美元（2001-2002财政年度）平均每年申请专利：近20，000项面试题A：一般性问题1、\\\"请先自我介绍。
\\\"面试的必考题目，首先要注意的一点是在介绍内容上要与个人简历相一致，如果之前做了不同形式的简历，则要注意不与所投的简历相出入，不能自相矛盾。
最好求职前先以文字的形式写出简介，并熟读熟背。
特别注意突出自己的能力和素质，要与所应聘的职位相关，不谈无关、无用的内容。
2、\\\"谈谈家庭情况。
\\\"面试官是希望从你的家庭教育背景中判断你的素质。
注意不要简单罗列家庭人口，宜强调温馨和睦的氛围，宜强调父母对自己教育的重视，宜强调家庭成员对自己工作的支持，强调自己对家庭的责任感等等。
3、\\\"有什么业余爱好？\\\"业余爱好也反映一个人的性格特点。
最好不要说自己没有业余爱好，更不要说自己有那些庸俗的、令人感觉不好的业余爱好，如打麻将之类。
最好不要说自己仅限于读书、听音乐、上网等业余爱好，否则可能会令招聘公司怀疑应聘者性格孤僻。
最好能有一些户外的业余爱好来\\\"点缀\\\"你的形象。
4、\\\"你最崇拜谁？\\\"面试官想从你崇拜的人而看出你的价值取向。
两则经典招聘案例分析
广州牙膏厂销售员的选拔广州牙膏厂是广州市轻工业局所属的一家历史悠久的国营企业，创办于1896年，现有职工550人。
1986年以来，该厂根据市场需要，开发出"国际香型、内含口洁素"的"黑妹"牙膏。
在国内竞争激烈的牙膏市场上独辟蹊径，找准自己的位置。
从此企业产品购销两旺，生产经营规模日益扩大，经济效益也越来越好。
1990年，该厂年牙膏数量达1.6亿支，比1986年增长了3倍，产品销售额为1.4亿元人民币，比1986年增长了5.7倍，利税总额达3300万人民币，比1986年增长了4.7倍；企业劳动生产率高达25万元/人，这些指标都在全国同行业中名列第一。
与此同时，以"黑妹"品牌为主的系列产品走俏全国，逐步形成良好的产品形象，深受消费者欢迎的名牌产品，在市场上长盛不衰。
广州牙膏厂销售科负责该厂产品在全国各地区的促销工作，包括产品销售合同签订、产品的广告工作、售后服务工作和营业推广活动的策划工作等。
为了提高销售，销售科与厂部订立了承包合同，厂部依据销售额和销售货款回收率这两大指标的完成状况对销售科进行考核，相应地，销售科也以这两个指标为主来考核销售员的工作实绩。
随着产品的销售量的不断增加和营销策略的不断深化，销售科感到人手紧缺，工作十分紧张，急需充实销售员队伍。
为此，厂部改变以前行政任命销售员的办法。
1990年7月，该厂经过本人申请和文化考试，录用了赵明、钱达、孙青和李强等4名职工到销售科，进行为期半年的实习试用，作为正式销售员的候选人。
目前，他们的实习期将满，销售科长老萧正考虑从他们中选拔合适人员作为正式销售员，从事牙膏产品的销售工作。
根据平时对他们的观察和厂领导、销售科同志及用户对他们的评价，对上述四位同志的个人素质和工作状况进行了初步的总结，以作为选拔销售员的依据。
1、个人素质方面赵明，是个刚进厂的小伙子，今年刚满20岁，高中毕业。
精力旺盛。
招聘管理案例分析(答案)
《招聘管理》案例分析1．阅读案例，回答问题康明医药公司是一家历史悠久的医药生产商，长期以来以传统的方式和工艺进行生产，产品供不应求，企业生产量一直保持上升趋势。
由于企业利润稳定，在当地算是经济效益相对较好的国有企业之一。
但康明医药的管理上一直是论资排辈，企业全体职工从上到下，普遍认为企业的生产经营中不存在任何问题。
2002年7月，新任总经理王先生走马上任。
他发现整个企业似乎缺乏创新，缺乏生机和活力，职工们没有意识到周围的竞争对手们正以各种手段和方式抢占市场。
据查核，目前金公司1500人左右，本科生不到 5%，绝大多数是高中生，少数员工是中专生。
而且，整个公司员工的年龄严重老化，平均主义严重。
基于此种状况，总经理王先生决定立即招募大学生30名，并对他们进行入职及上岗前培训和职务轮换。
其目的在于：通过输入新的人力资源并加强培训从而带动并改变职工总体观念，解决现有职工的总体素质问题。
为了执行此次招聘计划，康明医药将在人才市场报上刊登公开招聘广告。
设想，你是康明医药的人力资源部负责招聘和培训的主管，请结合招聘管理理论，拟写一份招聘广告书。
2．阅读案例，回答问题NLC化学有限公司是一家跨国企业，主要以研制、生产、销售医药、农药为主，耐顿公司是NLC化学有限公司在中国的子公司，主要生产、销售医疗药品，随着生产业务的扩大，为了对生产部门的人力资源进行更为有效的管理开发，2000年初始，分公司总经理把生产部门的经理于欣和人力资源部门经理口建华叫到办公室，商量在生产部门设立一个处理人事事务的职位，工作主要是生产部与人力资源部的协调工作。
总经理说希望通过外部招聘的方式寻找人才。
人力资源部经理口建华开始刊登招聘广告，进行外部招聘。
在一周内，人力资源部收到了800多份简历。
口建华和人力资源部的人员在800份简历中筛出70份有效简历，经筛选后，留下5人。
于是他来到生产部门经理于欣的办公室，将此5人的简历交给了于欣，并让于欣直接约见面试。
十大名企的招聘案例分享
十大名企的招聘案例分享今天，在企业管理当中出现者种种的问题，方方面面的，挤压着我们，如何从中突围？如何轻松面对职场，应对管理？前人栽树，后人乘凉，如何从之前的企业案例中得到启发，且看招聘管理的十大案例：摩托罗拉的双向互动式招聘管理对摩托罗拉公司来说，每一份求职者的简历都是一份宝贵的资源，公司会为每一位求职者保密。
摩托罗拉公司的面试程序是人力资源部进行初步率选，再由业务部门进行相关业务的考察及测试，最后由高层经理和人事招聘专员确定。
在面试中，摩托罗拉公司力争用适当的方法来评判求职者的综合素质，如给他们一些小题目，让他们做小组讨论，从中观察每个人的性格、对待问题的态度、反应能力等各方面的素质。
公司认为任何面试和测评都不可能是十全十美的。
通常情况下，招聘者确实能够凭借丰富的经验帮助公司选拔出适用的人才。
比如有人没有申请上，并不是他的素质、能力不合格，而是他和公司之间没有一个结合点。
摩托罗拉公司不会对辞职的员工有成见，用制度欢迎离开后又回来的员工。
在公司重组期间，有些自愿离开公司的人走时按政策拿到一笔补偿金，索尼公司的内部招聘索尼公司每周出版一次内部小报，刊登公司各部门的“求人广告”，员工可以自由而秘密地前去应聘，他们的上司无权阻止。
另外，索尼原则上每隔两年就让员工调换一次工作，特别是对于那些精力旺盛，干劲十足的人才，不是让他们被动地等待工作，而是主动地给他们施展才能的机会。
雅诗兰黛“温和主义”招聘政策朱晓洁的个性或多或少影响到整个雅诗兰黛（中国）的人力资源政策。
例如，她本人喜欢淡妆示人，即使是稳重色调的衣着，也最好带有漂亮的点缀。
她说话条缕清晰，但总是不紧不慢，甚至少有肢体动作。
她的招聘也相对温和，不喜欢用“刁钻”的问题来形成自己的判断，但是一定要寻找到个性最匹配的人。
如果说宝洁公司更有大丈夫的张扬气概，那么由一位女性创立起来的雅诗兰黛则更加内敛。
“一些大企业的招聘‘怪招’在网上并不少见。
网上铺天盖地都是古怪的测试题。
招聘面试案例分析样题和答案
招聘面试案例分析样题和答案Updated by Jack on December 25,2020 at 10:00 amMcKiney On line case studyTo step through this case example, we will give you some information,ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquirythat he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designedto roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assumethat the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need totake in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.•Attract more applicants at the same cost•Review the list of campuses targeted ., optimize resource allocation across schools). The review may result in adding certain higherpotential campuses and eliminating other ones that appear to havemore limited potential.•Review recruiting approach at each campus ., optimize cost-effectiveness of messages and approaches at each school).Extend offers to a higher percentage of applicants while maintaining quality ., reduce the number of people who are turned down who would have performed equally well in the job)Improve acceptance rates among offerees ., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.•Review the list of campuses targeted ., optimize resource allocation across schools). The review may result in adding certain higher potentialcampuses and eliminating other ones that appear to have more limitedpotential.•Review recruiting approach at each campus ., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted What sort of analysis would you want to conduct and whyA: You might take the following approach, where we've outlined two avenues of analysis:•Estimate the hiring potential across schools•Analyze the number of hires by school over the last several years•Develop a comprehensive list of schools that meet ourrequirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in an entry-level position with the client•Consider the size of the graduating class at each school, determine how that class might be segmented ., each class could besegmented by discipline or segmented based on career interests inresponse to the survey), then calculate the size of each segment •Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates ., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools ., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:•What are the components of costs at these schools (why is it so expensive to recruit there)•What opportunities exist to reduce costs•How much cost savings would result from implementing each of the opportunities•What consequences would implementing each of these opportunities have on recruiting at the least efficient schoolsQuestions demonstrating further insight:•Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools•If we reduce costs at the least efficient schools, what will we do with the cost savings ., what would be the benefit of spending the moneyelsewhere vs. where it is currently being spent)••Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising ., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:•Improve/enhance recruiting messages ., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)•Utilize referrals ., faculty, alumni)•Come up with creative ways to target specific departments/clubs of the school•Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient andeffective way to increase the number of candidates if it is deployed in amore systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B ., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates ., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same orreduced cost:•Increasing blanket advertising is ineffective and costly, butchanging the advertising message on some campuses couldincrease applicants significantly without increasing costs. At one ofthe campuses we've looked at, University 4, the number ofapplicants would go up more than 100 percent•The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certainplaces or reallocate resources more efficientlyNEXT STEPSWe plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schoolsAfter looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate ., ensure we're not turning down quality applicants) and to increase the acceptance rateWe will examine additional methods for attracting more applications from our current campuses ., referrals, clubs) in addition to assessing the impact of improved messaging on campus。
国际知名咨询公司招聘面试案例分析样题和答案英文
国际知名咨询公司招聘面试案例分析样题和答案英文TPMK standardization office【 TPMK5AB- TPMK08- TPMK2C- TPMK18】McKiney On line case studyTo step through this case example, we will give you some information,ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquirythat he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designedto roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assumethat the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.•Attract more applicants at the same cost•Review the list of campuses targeted (e.g., optimize resourceallocation across schools). The review may result in adding certainhigher potential campuses and eliminating other ones that appearto have more limited potential.•Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).Extend offers to a higher percentage of applicants while maintaining quality (e.g., reduce the number of people who are turned down who would have performed equally well in the job)Improve acceptance rates among offerees (e.g., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.•Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potentialcampuses and eliminating other ones that appear to have more limitedpotential.•Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:•Estimate the hiring potential across schools•Analyze the number of hires by school over the last several years•Develop a comprehensive list of schools that meet ourrequirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in an entry-level position with the client•Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could besegmented by discipline or segmented based on career interests inresponse to the survey), then calculate the size of each segment •Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hires The number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:•What are the components of costs at these schools (why is it so expensive to recruit there)?•What opportunities exist to reduce costs?•How much cost savings would result from implementing each of the opportunities?•What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:•Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?•If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the moneyelsewhere vs. where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:•Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)•Utilize referrals (e.g., faculty, alumni)•Come up with creative ways to target specific departments/clubs of the school•Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient andeffective way to increase the number of candidates if it is deployed in amore systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending onthe number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same orreduced cost:•Increasing blanket advertising is ineffective and costly, butchanging the advertising message on some campuses couldincrease applicants significantly without increasing costs. At one ofthe campuses we've looked at, University 4, the number ofapplicants would go up more than 100 percent•The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certainplaces or reallocate resources more efficientlyNEXT STEPSWe plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schoolsAfter looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning down quality applicants) and to increase the acceptance rateWe will examine additional methods for attracting more applications from our current campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on campus。
名企招聘及测试案例解析93页配图版
欢迎他们喜欢它是由于 因此易受偏见和可能歧
这种方法使他们在挑选 视的影响。
下属时，具有全部斟酌 而且，一些合格的雇员
决定的自由。
可能会被忽视，即：主
而且，主管一般便于了 管为了提拔他们的“亲
解潜在候选人的能力， 信”而越过了优秀的候
特别是那些已为他们工 选人，或者他们可能仅
作并正在寻求晋升的人。 仅是不了解某些人所具
策 3．现场招聘 • 现场招聘咨询 • 收集求职信息 • 初步面试
校园招聘具有的优势
• 专业覆盖面广，人才层次多 • 由于毕业生在校期间接受了系统的专业学习和职业培训，
具有良好的职业素质 • 应届毕业生更容易接受公司文化
篇中案例宝洁公司的校园招聘
美国宝洁中国公司从1989年就开始校园招聘，十多年间已在 三十多所高校进行招聘，并且与这些高校建立了良好的合作关系 。
•该职位在较长时间内可 能保持空缺，因为用这 种方法填补空职要花费 较长的时间。
•该 系 统 可 能 会 防 止 主 管雇用他们选择的人。
•某 些 雇 员 由 于 缺 乏 明 确方向而在工作中跳来 跳去。
•被 拒 绝 的 雇 员 可 能 会 疏远组织。
主管推荐
优点
缺点
这种方法很受主管们的 主管的推荐通常很主观，
• 招聘信息要清楚明确，能够让应聘者了解招聘岗 位的工作职责、岗位要求，便于应聘者进行自我 评估。
• 广告内容要真实，不要误导应聘者。
猎头公司的招聘程序
• 接受客户委托，与委托单位签定合约； • 根据职位需要和客户要求，寻访人才并初步拟订
人选； • 对候选人进行筛选、考核、背景调查，写出书面
推荐报告； • 推荐候选人供客户面试选择，协助客户进行薪酬
面试案例分析题及答案
面试案例分析题及答案在面试中，面试官往往会给应聘者提出一些案例分析题，以考察其解决问题的能力、思维逻辑和专业知识。
这些案例题通常涉及到实际工作中可能遇到的问题，考察应聘者在实际情境中的应变能力。
下面，我们将针对一些常见的面试案例分析题进行分析，并给出相应的答案范例供大家参考。
案例一，公司市场份额下降，你会怎么做？面试官可能通过这个案例来考察应聘者在市场萎缩时的应对能力。
在回答这个问题时，应聘者可以首先分析市场份额下降的原因，比如产品竞争力不足、市场需求变化等。
然后，应聘者可以提出一些解决方案，比如加大市场宣传力度、改进产品质量、拓展新的市场渠道等。
最后，应聘者可以强调实施这些方案所需的资源投入和预期效果。
案例二，团队中出现了成员之间的矛盾，你会怎么处理？这个案例考察的是应聘者在团队管理中的处理能力。
应聘者可以通过分析矛盾的原因，采取一些措施来化解矛盾，比如开展团队建设活动、加强沟通协调、明确分工和责任等。
同时，应聘者也可以强调团队合作的重要性，以及自己在团队管理中的经验和成果。
案例三，公司面临财务困难，你会怎么帮助公司渡过难关？这个案例考察的是应聘者在财务管理方面的能力。
应聘者可以通过分析公司面临的财务困难的原因，提出一些解决方案，比如优化财务管理流程、降低成本、增加收入等。
同时，应聘者也可以强调自己在财务管理方面的专业知识和实际操作经验。
案例四，你在上一家公司遇到了一个难题，你是如何解决的？这个案例考察的是应聘者在实际工作中解决问题的能力。
应聘者可以通过具体案例来说明自己在解决难题时所采取的方法和取得的成果。
在回答这个问题时，应聘者可以突出自己的问题分析能力、解决问题的决策能力以及团队合作能力。
综上所述，面试案例分析题是考察应聘者综合能力的重要环节。
在回答这类问题时，应聘者应该结合自己的实际经验和专业知识，提出合理的解决方案，并突出自己的优势和特长。
通过充分准备和细致思考，应聘者可以在面试中给出令人满意的答案，展现出自己的能力和潜力。
【培训】宝洁公司招聘与测试案例解析(93页)
招聘的基本程序 招聘的主要形式 招聘中的测试
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关于人员招聘的问题
1．是否确定过谁能够在您的企业中成功？
2．招聘过程是不是自相矛盾？
3．是不是每一个从事招聘工作的相关人员都具备了相应的知识？ 4．对招聘成本是否有所关注？在组织中的管理者，有多少人关 心过招 聘的成本？ 5．是否持续地关心新的申请者来源？ 6．是否考虑了申请者的多面性？ 7.选择什么样的人？适合工作（job-fit),适合组织(organization-fit), 适合未来(future-fit) 7．是否对竞争对手的招聘技术和招聘战略进行了研究？ 8．企业在劳动市场上的声誉如何？ 9．是否认识到招聘是招聘和应聘双方确立共同利益关系的过程？
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篇中案例：北电网络的招聘策略
多渠道发现和吸引人才
员工内部推荐的流程是：先由需要用人的经理提 出用人需求，人力资源部将此信息进行内部招贴，企业内 部的员工知道有这个用人名额，就可以将自己认为合适的 人选推荐到公司来，公司的用人经理和人事部门面试人员 通过面试，觉得被推荐人适合岗位要求，就可以录用。 这种招聘速度非常之快：但是推荐进来的员工 要经过3个月的试用期。如果符合公司的要求．推荐人就 可以拿到奖金。员工推荐最大的一个好处是免去一些背景 的考察，这种方法很有效。
招聘的主要形式
内部招聘
• 工作张榜 • • • • • • •
外部招聘
员工推荐 毛遂自荐 广告招聘 职业中介 招聘会 校园招聘 网络招聘
•
•
技能档案法
主管推荐
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比较
内部招聘
了解全面，准确性高 可鼓舞士气，激励员工 可更快适应工作 使组织培训投资得到回报 选择费用低 来源局限、水平有限 “近亲繁殖” 可能造成内部矛盾
各种名企面试怪题大解析
各种名企面试怪题大解析招聘难，各类用人单位为了吸引求职者出尽招数，招人的同时自然也宣传了企业。
很多公司因稀奇古怪的招聘招数而“闻名”，其中不乏谷歌这样的名企。
向阳生涯CCDM职业规划师认为，在这些看似古怪的招聘招数背后，隐藏着面试官和企业的用人智慧。
面对下列招聘“怪招”，你知道怎么接招么？怪招一：选出你最喜欢的动物某知名广告公司招聘广告执行人员，面试正在进行中。
S君和面试官坐在一个硕大的桌子的两边。
面试快到尾声时，面试官拿出一张印有很多动物的图片，里面有：大象、梅花鹿、丹顶鹤、孔雀、狐狸、老虎、豹……等等，然后问S君说：“选出你最喜欢的三种动物，并说出理由”。
S听后觉得不难，就说豹子如何的行动迅速、敏捷，孔雀如何美动人……可他的回答完全没得到面试官的共鸣。
专家点评：在一个办公室里，除了职位的不同外，长时间的工作也会使得每个人的性格、处事作风、行为举止等方面呈现出各种状态：有的人很精灵，鬼点子多、有的人稳重，寡语，不多表态、有的人做事风风火火，注重任务结果。
相对应的，这些特点会与某些动物的行为习惯有些类似，成为一种类型的职场性格和行为特征。
企业在招聘时，给出此问题主要是为了预测、考察应聘者可能在工作中表现出来的性格特点和行为方式。
向阳生涯首席职业规划师洪向阳提醒求职者，即使这样的问题不会直接影响面试结果，但也不能掉以轻心，答案过于偏激会产生负面影响。
建议应聘者在给出答案时，要掌握“平衡”原则。
例如在在强调创新的同时，也要点出要遵守基本规则，这样才不会给人“天马行空”的感觉。
在面试中，学会运用“中庸”的智慧很有必要。
怪招二：“我们只要博士！”某公司招聘技术销售经理，公司的知名度不错，张榜招聘，简历如雪片般飞来。
经过初步筛选，第一批面试的人是30人。
轮到C君时，他紧张得不得了。
刚坐下，HR抬头说：“看你简历上写的学历是本科，但其实我们这个岗位只要博士。
”C君顿时就蒙了，脑子一片空白。
在后面的面试中，C 君一直战战兢兢，表现非常不理想。
公司招聘试题
公司招聘试题一、简答题1. 请简要介绍一下公司的发展历程和主营业务。
2. 你认为什么是团队合作？在你看来，团队合作的重要性是什么？3. 请列举三项你认为在一个职业环境中最重要的职业素养，并简要解释它们的重要性。
4. 描述一下你在过去的工作中遇到的最大的挑战以及你是如何应对的。
5. 你如何平衡工作与个人生活？二、案例分析请阅读以下案例，然后回答问题。
某公司正在面临竞争激烈的市场，销售业绩不如预期，并且员工士气低落。
你作为新加入公司的高级经理，你将如何分析问题并提出解决方案？1. 你认为问题的根源是什么？请列举可能的因素。
2. 如何提高销售业绩和振奋员工士气？3. 你会采取哪些措施来改善公司的竞争力和市场地位？4. 面对困难和挑战，你将如何激励和领导团队？三、陈述题请根据你的背景和经验，回答以下陈述题。
1. 请简要介绍一下你的工作经历，特别强调与该职位相关的经验。
2. 你认为你有哪些特质使你成为一个出色的候选人？3. 描述一次你成功解决问题的经历，并介绍你的思考和行动过程。
4. 如果你被录用，你将如何为公司的发展做出贡献？四、论述题请回答以下论述题，并提供有说服力的论据来支持你的观点。
1. 请阐述你对员工培训和发展的看法，并解释你认为有效的培训计划的关键要素。
2. 您认为公司的企业文化对员工的工作表现和满意度有多大影响？请从您的经验和观察出发进行论述。
3. 您如何看待公司的社会责任？请列举一些你认为有效的社会责任项目并解释它们的重要性。
4. 在面临紧急情况时，领导者应该如何决策和行动？请分享一次你在紧急情况下的决策和行动经历，并分析结果。
五、补充问题请写下一到两个你认为能够更全面了解应聘者能力和适应性的问题，然后回答这些问题。