第四部分(16～20问)
问：什么情况下你对作出抉择感到困难？答：我特别不太擅长解说调查数据，
我尽量与调查人员和图书管理员沟通，我需要他们的帮助，而我也在公司副总面前
郑重地感谢他们。我们确实是同一个团队的，而且我很谨慎，并没有把公司在太平
洋地区出版工业报告归功于自己？
一定要坦诚，什么样的情况会令你难以处理？你会召集哪些人，收集哪些材料
来帮助自己作出抉择？
Q:When do you have difficulty making choices?
A:I m not particularly good at interpreting survey data.I ve really
worked to get to know our research staff and librarians.I rely on them and
am careful to thank them formally in front of my vice president.Were definitely
a team,and I'm careful not to take credit for our industry reports,which
we publish for the Pacific region of our firm.
问：描述一次机遇，这次机遇让你觉得承担的风险比所得的回报要高。
答：有一次，我们有机会从一家解散了的公司手中购买廉价运输设备。尽管我
们知道五年后要对分布的设备进行大检修，但我觉得花钱购买一些五年中闲置的设
备不切实际。
如果市场情报能预示在最近两年内有新的廉价商品的话，我会抓住机会的。面
试官想看到应试者乐于承担理性的风险而不是干蠢事。举例说明你作出反对某项计
划或抉择的理由？如何使结果比原计划处理得更好？
Q:Describe an opportunity in which you felt the risks far outweighed
the rewards.
A:At one point we had an opportunity to purchase conveyor equipment
at thirty cents on the dollar from a company that had dissolved.Although
we anticipated an overhaul of our distribution facility five years down
the road,I felt it was
too far into the future to spend money only to have idle capacity for
a fiveyear period.If market conditions had shown more promise for new
sales in the initial twoyear period,I would have gone ahead with it.
问：告诉我一个曾令你对自己的表现感到失望的项目。
答：我以前在一家制造业公司工作时，必须对所有供应商的开价（发盘）作出
分析，然后把建议提交给后勤部副部长。由于供应商开价并不统一，我的分析报告
通常要对不同的项目作比较，这就令报告显得有点混乱，直到我把报告重新整理并
提交给副部长时，我们已经错过了对价格进行审批的关键时刻。事后回想起来，我
想我本该采取简单的方法解决问题，而不是把所有的东西都放在一起考虑，把问题
复杂化。自那以后，我更加注意及时地提出建议。
描述你工作中遇到的一些阻碍，以及你是怎样尽力去克服它们的。你的技能起
到怎样的作用？事后回想起来，你当时该采取什么不同的做法？吸取了什么样的教
训？
Q:Tell me about a project in which you were disappointed with your personal
performance.
A:In my last job for a manufacturing company, I had to analyze all of
the supplier bids and present recommendations to the vice president of logistics.
Because the supplier bids weren t in a uniform format, my analysis often
consisted of comparing dissimilar items. This caused some confusion in my
final report, and by the time I d reworked it and presented it to the
ice president, we'd lost the critical time we needed to improve our approval
process for these bids. In hindsight I should have taken a simpler approach
to the problem and not tried to make it so complex or all inclusive. Ever
since, Ive paid more attention to making recommendations in a timely manner.
问：请举例说明有一次你被要求完成一项任务，但却没有得到足够的资料，你
怎样解决这种问题？ 答：在上一次实习期间，我的上司—— 一个主管账目的
行政人员，叫我收集好500 份宣传稿去邮寄。我不是很确定宣传稿的次序和该往哪
里寄，而我的上司已经出去与客户会面了。我担心把资料堆在一块会把次序弄乱，
于是想方设法找到她的移动电话。
在电话里她向我详细说明了资料的次序。最后，我设法避免了有可能花费更多
的工作时间，并且可能耽搁邮寄时间的错误，更别提一些令人头痛的事情。
虽然这个例子听似很琐碎，但却证明了应聘者的成熟和理性处理工作问题的能
力。面试官想弄清楚你是否知道仅仅把工作完成是不够的。你的回答应该表现出你
随机应变的能力和积极主动的特质。
Q:Give an example of a time when you were asked to accomplish a task
but weren t given enough information. How did you resolve this problem.
A:At my last internship, my supervisor, an account executive, asked
me to assemble five hundred press kits for a mailing. I wasn't sure in what
order the pages and press releases should go, but my supervisor had already
left for a client meeting. Afraid of putting the information together in
the wrong order, I managed to track down her cell phone number and called
her in her car. She explained the order of the materials over the phone,
and in the end I managed to prevent a mistake that would have cost hours
of work and a delay in the mailingnot to mention a few headaches.
问：谈谈一次你不能解决的矛盾冲突。
答：有一次，我没能挽留一个在我的制造工厂里干了10年的优秀员工。由于他
的工作渐渐需要掌握电脑技术，于是我试着让他进夜校进修，但他却拒绝了。所以
除了换掉他之外，我没有其他办法。回想起来，如果我鼓励他和其他员工定期接受
技能培训，当他重新上岗时，也许他就不会被淘汰了。现在我很注重鼓励我的员工
们参与一些研讨会和课程学习来提高他们自身的工作技能，避免变得落伍。
在这里，最好的方法就是谈一个不是该由你来解决的矛盾冲突。如果必须谈你
个人所遇到的矛盾冲突，那就重点谈一下如果时光倒流，你能再做一次的话，你会
采取的积极措施及你从这次经历中学到了什么。
Q:Describe a time when you failed to resolve a conflict.
A:I wasnt able to keep a good employee once who'd been in our manufacturing
facility for ten years. His job description was rewritten to require computer
skills. I offered to send him to night classes, but he refused the help.
I had no option but to replace him. In retrospect, if I d encouraged him
and other employees to acquire new training periodically, he might not have
been overwhelmed by the time his position was reworked. Now I m vigilant
about encouraging my group to attend seminars and urses to enhance their
job skills and to avoid becoming outdated.
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