国际知名咨询公司招聘面试案例分析样题和答案英文

可编辑修改精选全文完整版英文面试1 "What are your goals for the future?" or "Where do you see yourself in five years?" 最佳答案：* My long-term goals involve growing with a company where I can continue to learn, take on additional responsibilities, and contribute as much of value as I can.* I see myself as a top performing employee in a well-established organization, like this one. I plan on enhancing my skills and continuing my involvement in (related) professional associations.* Once I gain additional experience, I would like to move on from a technical position to management.* In the XYZ Corporation, what is a typical career path for someone with my skills and experiences?2 第一个问题一般都是这个 Tell me about yourself/ How would you describe yourself? Your Unique Selling Proposition (USP)说出你的卖点What a difference you've made with this statement. Your interviewer is now sitting forward in her chair giving you her full attention. At this point, you might add the following sentence: "I'd like to discuss how I might be able to do something like that for you." The ball is now back in her court and you have the beginnings of a real discussion and not an interrogation process.“My background to date has been centered around preparing myself to become the very best financial consultant I can become. Let me tell you specifically how I've prepared myself. I am an undergraduate student in finance and accounting at _________ University. My past experiences has been in retail and higher education. Both aspects have prepared me wel l for this career.”首先要明确他们想了解的是哪方面的内容Do they want to know about your career so far, about your hobbies or family life? If in doubt, ASK them to clarify what they wish you to talk about. Then give a short factual answer, ending with "is there anything else you'd like to know about me?"* How would you describe yourself?这个问题的答案应该是和他们的招聘广告上对于雇员的要求的基本一致，所以，看看你有哪些特质满足了他们的要求吧Start with "I am.." and not with "I think..." or "I believe.." so that you sound selfaware and confident.内部职位竞聘常会被问到如果你没有得到这份工作的话你将会怎么办的问题。

外企英文面试问题及答案1. What’s the meaning of your English name? 你的英文名字有什么含义么?问题分析：有些申请人的英文名字不合常规，比方叫King，或者Sushi，或者Monk等等。

官询问这些申请人名字的含义，主要有几个目的：第一，缓解面试的紧张气氛; 第二，面试官也有一点点好奇心;第三，给申请人一个展示自己独特个性的时机，因为敢于给自己起独特名字的人往往具有很独特的个性，这些人希望引起别人的注意。

普通答复： Actually, Sushi is my nickname. My friends gave me this name because I like to eat the Japanese food sushi.点评：这个答复表达出你是个什么样的人呢?在中国吃寿司价格不菲，如果吃寿司吃到了朋友给你起了“寿司”这个外号的地步，这个申请人一定不会是囊中羞涩的人。

同志们想一下，我们在面试的时候，是把自己伪装成“艰辛朴素”，还是“锦衣玉食”呢?即使现如今寿司已经跌价到人尽可食的地步，你这个答复也只是在告诉面试官：嘿，我可是个好吃的人啊!比拟一下以下的这个答复，你就知道哪个更胜一筹了。

答复示范1： As a matter of fact, Sushi is a nickname my friends gave me, because I like sushi and like to make sushi. I can make about ten different kinds of sushi! My friends say that my personality is a bit like sushi, simple but good, hehe.点评1：与刚刚的答复相比，这个答复表达出你是个什么样的人呢?一个擅长制作寿司的女孩子一定是动手能力比拟强的，而且喜欢做一些琐碎小事的人。

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 cost•Review the list of campuses targeted (e.g., 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 (e.g., optimizecost-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 haveperformed 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 potential campusesand eliminating other ones that appear to have more limited potential.•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 our requirements 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 be segmented bydiscipline or segmented based on career interests in response to thesurvey), 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 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 (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 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 (e.g., advertisements/flyers on campus) does not yield anysignificant 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 oncampus)•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 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 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 (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'dconsider 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 or reduced cost:•Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increase applicantssignificantly without increasing costs. At one of the campuses we'velooked at, University 4, the number of applicants would go up morethan 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 STEPS•We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of theopportunities to reduce costs at certain schools•After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning downquality applicants) and to increase the acceptance rate•We 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。

考察个性展示：例：What is your strongest trait(s) ?回答：Helpfulness and caring . Adaptability and of humor . Cheerfulness and friendliness .乐于助人和关心他人，适应能力和幽默感，乐观和友爱。

考察求职者自信与能力(Confidence and Ability)例：Can you se11 yourself in two minutes ? Go for it .你能在两分钟自我推荐一下吗？大胆试试吧！回答：With my qualifications and experience, I feel I am hardworking , responsible anddiligent in any project I undertake . Your organization could benefit from my analytical and interpersonal skills .依我的资格和经验，我觉得我对所从事的每一个项目都很努力、负责、勤勉。

我的分析能力和与人相处的技巧，对贵单位必有价值。

考察与同事相处(Going with Colleagues)例：How do you handle your conflict with your colleagues in your work?你如何处理与同事在工作中意见不一致？回答：I will try to present my ideas in a more clear and civilized manner in order to get my points across .我要以更清楚文明的方式，提出我的看法，是对方了解我的观点。

考察为公司着想(All for Company)例：What do you think you are worth to us ?你怎么认为你对我们有价值呢？回答：I feel I can make some positive contributions to your company in the future .我觉得我对贵公司能作些积极的贡献。

外企英文面试题目及答案回答好英文面试题目是求职者向外企用人单位介绍自己、推销自己的敲门砖,下面是店铺为大家精心推荐的外企英文面试题目及答案，希望能够对您有所帮助。

外企英文面试题目及答案(一)1. So, tell me a little about yourself.You don’t need to explain everything from birth to present day. Relevant facts about education, your career and your current life situation are fine.2. Why are you looking (or why did you leave you last job)?This should be a straightforward question to answer, but it can trip you up. Presumably you are looking for a new job (or any job) because you want to advance your career and get a position that allows you to grow as a person and an employee. It’s not a good idea to mention money here, it can make you sound mercenary. And if you are in the unfortunate situation of having been downsized, stay positive and be a***rief as pos***le about it. If you were fired, you’ll need a good explanation. But once again, stay positive.3. Tell me what you know about this company.Do your homework before you go to any interview. Whether it’***eing the VP of marketing or the mailroom clerk, you should know about the company or business you’re going to work for. Has this company been in the news lately? Who are the people in the company you should know about? Do the background work, it will make you stand out as someone who comes prepared, and is genuinely interested in the company and the job.4. Why do you want to work at X Company?This should be directly related to the last question. Anyresearch you’ve done on the c ompany should have led you to the conclusion that you’d want to work there. After all, you’re at the interview, right? Put some thought into this answer before you have your interview, mention your career goals and highlight forward-thinking goals and career plans.5. What relevant experience do you have?Hopefully if you’re applying for this position you have bags of related experience, and if that’s the case you should mention it all. But if you’re switching careers or trying something a little different, your experience may initially not look like it’s matching up. That’s when you need a little honest creativity to match the experiences required with the ones you have. People skills are people skills after all, you just need to show how customer service skills can apply to internal management positions, and so on.6. If your previous co-workers were here, what would they say about you?Ok, this is not the time for full disclosure. If some people from your past are going to say you’re a boring A-hole, you d on’t need to bring that up. Stay positive, always, and maybe have a few specific quotes in mind. “They’d say I was a hard worker” or even better “John Doe has always said I was the most reliable, creative problem-solver he’d ever met.”7. Have you done anything to further your experience?This could include anything from night classes to hobbies and sports. If it’s related, it’s worthmentioning. Obviously anything to do with further education is great, but maybe you’re spending time on a home improvement project to work on skills such as self-sufficiency, time management and motivation.8. Where else have you applied?This is a good way to hint that you’re in demand, without sounding like you’re whoring yourself all over town. So, be honest and mention a f ew other companie***ut don’t go into detail. The fact that you’re seriously looking and keeping your options open is what the interviewer is driving at.9. How are you when you’re working under pressure?Once again, there are a few ways to answer thi***ut they should all be positive. You may work well under pressure, you may thrive under pressure, and you may actually PREFER working underpressure. If you say you crumble like aged blue cheese, this is not going to help you get your foot in the door.10. What motivates you to do a good job?The answer to this one is not money, even if it is. You should be motivated by life’s noble pursuits. You want recognition for a job well done. You want to become better at your job. You want to help others or be a leader in your field.11. What’s your greatest strength?This is your chance to shine. You’re being asked to explain why you are a great employee, so don’t hold back and stay do stay positive. You could be someone who thrives under pressure, a great motivator, an amazing problem solver or someone with extraordinary attention to detail. If yourgreatest strength, however, is to drink anyone under the table or get a top score on Mario Kart, keep it to yourself. The interviewer is looking for work-related strengths.12. What’s your biggest weakness?If you’re completely honest, you may be kicking yourself in the butt. If you say you don’t have one, you’re obviously lying.This is a horrible question and one that politicians have become masters at answering. They say t hings like “I’m perhaps too committed to my work and don’t spend enough time with my family.” Oh, there’s a fireable offense. I’ve even heard “I think I’m too good at my job, it can often make people jealous.” Please, let’s keep our feet on the ground. If you’re asked this question, give a small, work-related flaw that you’re working hard to improve. Example: “I’ve been told I occasionally focus on details and miss the bigger picture, so I’ve been spending time laying out the complete project every day to see my overall progress.”and difficult to work with. The best way to answer this one is to think for a while and then say something like “I’ve always got on just fine with my co-workers actually.”Use this question as a chance to show that you are a team p layer: “The only people I have trouble with are those who aren’t team players, who just don’t perform, who complain constantly, and who fail to respond to any efforts to motivate them.” The interviewer is expecting a response focused on personality and personal dislikes. Surprise her by delivering an answer that reflects company values17. Is there anyone you just could not work with?No. Well, unless you’re talking about murderers, racists, rapists, thieves or other dastardly characters, you can work with anyone. Otherwise you could be flagged as someone who’s picky and difficult if you say, “I can’t work with anyone who’sa Bronco’s fan. Sorry.”18. Tell me about any issues you’ve had with a previou***oss.Arrgh! If you fall for this one you shouldn’t be h ired anyway.The interviewer is testing you to see if you’ll speak badly about your previous supervisor. Simply answer this question with exteme tact, diplomacy and if necessary, a big fat loss of memory. In short, you’ve never had any issues.The answer to 18 is completely wrong. I am a director at a major media company’s interactive division. Our company is expanding and I am almost in a constant state of hiring. I ask a variation of this question in every single interview and if a candidate has never had one issue or disagreement with anyone, (I stated a variation: I ask if it has happened with anyone in the workplace) I peg them as a liar and reject them immediately.I went well with my previou***oss. If there is an conflict, I will be open mind and talk about facts. once decision is made, I execute it well.19. Would you rather work for money or job satisfaction?It’s not a very fair question is it? We’d all love to get paid a Trump-like salary doing a job we love but that’s rare indeed. It’s fine to say money is important, but remember that NOTHING is more important to you than the job. Otherwise, you’re just someone looking for a bigger paycheck.20. Would you rather be liked or feared?I have been asked this a lot, in various incarnations. The first ti me I just drew a blank and said, “I don’t know.” That went over badly, but it was right at the start of my career when I had little to noexperience. Since then I’ve realized that my genuine answer is “Neither, I’d rather be respected.” You don’t want to be feared because fear is no way to motivate a team. You may got the job done but at what cost? Similarly, if you’re everyone’***est friend you’ll find it difficult to make toughdecisions or hit deadlines. But when you’re respected, you don’t have to be a complete bastard or a lame duck to get the job done.21. Are you willing to put the interests of X Company ahead of your own?Again, another nasty question. If you say yes, you’re a corporate whore who doesn’t care aboutfamily. If you say no, you’re disloyal to the company. I’m afraid that you’ll probably have to say yes to this one though, because you’re trying to be the perfect employee at this point, and perfect employees don’t cut out early for Jimmy’***a***all game.it is situational. if you… ; if you …. Ethics and professionalism22. So, explain why I should hire you.As I’m sure you know, “because I’m great” or “I really need a job” are not good answers here. This is a time to give the employer a laundry list of your greatest talents that just so happen to match the job外企英文面试题目及答案(二)13. Let’s talk about salary. What are you looking for?Run for cover! This is one tricky game to play in an interview. Even if you know the salary range for the job, if you answer first you’re already showing all your c ards. You want as much as pos***le, the employer wants you for as little as you’re willing to take. Before you apply, take a look at for a good idea of what someone with your specific experience should be paid. You may want to say, “well, that’s something I’ve thought long and hard about and I think someone with my experience should get between X & Y.” Or, you could be sly and say, “right now, I’m more interested in talking more aboutwhat the position can offer my career.” That could at least bu y you a little time to scope out the situation. But if you do have a specific figure in mind and you are confident that you can get it, I’d say go for it. I have on many occasions, and every time I got very close to that figure (both below and sometimes above).14. Are you good at working in a team?Unless you have the I.Q. of a houseplant, you’ll always answer YES to this one. It’s the only answer. How can anyone function inside an organization if they are a loner? You may want to mention what part you lik e to play in a team though; it’s a great chance to explain that you’re a natural leader.15. Tell me a suggestion you have made that was implemented.It’s important here to focus on the word “implemented.” There’s nothing wrong with having athousand great ideas, but if the only place they live is on your notepad what’s the point? Better still, you need a good ending. If your previous company took your advice and ended up going bankrupt, that’s not such a great example either. Be prepared with a story about an idea of yours that was taken from idea to implementation, and considered successful.16. Has anything ever irritated you about people you’ve worked with?Of course, you have a list as long as your arm. But you can’t say that, it shows you a***eing negativeand difficult to work with. The best way to answer this one is to think for a while and then say something like “I’ve always got on just fine with my co-workers actually.”Use this question as a chance to show that you are a team player: “The only peo ple I have trouble with are those whoaren’t team players, who just don’t perform, who complain constantly, and who fail to respond to any efforts to motivate them.” The interviewer is expecting a response focused on personality and personal dislikes. Surprise her by delivering an answer that reflects company values17. Is there anyone you just could not work with?No. Well, unless you’re talking about murderers, racists, rapists, thieves or other dastardly characters, you can work with anyone. Otherwise yo u could be flagged as someone who’s picky and difficult if you say, “I can’t work with anyone who’sa Bronco’s fan. Sorry.”18. Tell me about any issues you’ve had with a previou***oss.Arrgh! If you fall for this one you shouldn’t be hired anyway. The int erviewer is testing you to see if you’ll speak badly about your previous supervisor. Simply answer this question with exteme tact, diplomacy and if necessary, a big fat loss of memory. In short, you’ve never had any issues.The answer to 18 is completely wrong. I am a director at a major media company’s interactive division. Our company is expanding and I am almost in a constant state of hiring. I ask a variation of this question in every single interview and if a candidate has never had one issue or disagreement with anyone, (I stated a variation: I ask if it has happened with anyone in the workplace) I peg them as a liar and reject them immediately.I went well with my previou***oss. If there is an conflict, I will be open mind and talk about facts. once decision is made, I execute it well.19. Would you rather work for money or job satisfaction?It’s not a very fair question is it? We’d all love to get paida Trump-like salary doing a job we love but that’s rare indeed. It’s fine to say money is important,but remember that NOTHING is more important to you than the job. Otherwise, you’re just someone looking for a bigger paycheck.20. Would you rather be liked or feared?I have been asked this a lot, in various incarnations. The first time I just drew a bla nk and said, “I don’t know.” That went over badly, but it was right at the start of my career when I had little to noexperience. Since then I’ve realized that my genuine answer is “Neither, I’d rather be respected.” You don’t want to be feared because fear is no way to motivate a team. You may got the job done but at what cost? Similarly, if you’re everyone’***est friend you’ll find it difficult to make tough decisions or hit deadlines. But when you’re respected, you don’t have to be a complete bastard or a lame duck to get the job done.21. Are you willing to put the interests of X Company ahead of your own?Again, another nasty question. If you say yes, you’re a corporate whore who doesn’t care aboutfamily. If you say no, you’re disloyal to the company. I’m afraid that you’ll probably have to say yes to this one though, because you’re trying to be the perfect employee at this point, and perfect employees don’t cut out early for Jimmy’***a***all game.it is situational. if you… ; if you …. Ethics and profe ssionalism22. So, explain why I should hire you.As I’m sure you know, “because I’m great” or “I really need a job” are not good answers here. This is a time to give theemployer a laundry list of your greatest talents that just so happen to match the jobdescription. It’s also good to avoid taking potshots at other potential candidates here. Focus on yourself and your talents, not other people’s flaws.23. Finally, do you have any questions to ask me?I’ll finish the way I started, with one of the most co mmon questions asked in interviews. This directly relates to the research you’ve done on the company and also gives you a chance to show how eager and prepared you are. You’ll probably want to ask about benefits if they haven’t been covered already.A good generic one is “how soon could I start, if I were offered the job of course.” You may also ask what you’d be working on. Specifically, in the role you’re applying for and how that affects the rest of the company. Always have questions ready, greeting this one with a blank stare is a rotten way to finish your interview. Good luck and happy job hunting.ponder for a moment, and then ask your interviewer “what aspect of your job do you find most challenging”.I would ask the interviewer, “Why do you like to work here?”24. Where do you want to be in 5 to years?They dont want to hear in the same job you are interviewing for. Ultimately, the HR people are searching for someone who can handle the job now, and has the potential to grow into a high level management job in the future. Do you have those goals too?25. Would you rather work for a big company or a small one?Favorite answer: I’d treat any company like it was my own regardless. Total ownership of the situation can get you a long way.General , the worst answer was “I don’t know.” I’ve sincelearned that “it depends,” with a couple of examples, is perfectly appropriate外企英文面试题答题技巧首先，拿到题目之后，认真审题，可能一时会没思路，不要紧，可以边想边写，写的过程就形成答题思路了;如果是那种没有给准备时间，那就在准备的几秒内想到的先答，如果没有思路，那就略停顿，想到一点答一点，边想边答。

国际企业招聘英语面试题In recent years, as globalization continues to thrive, international companies are increasingly looking for employees who are proficient in English. As a result, English language skills have become a crucial factor in the hiring process. To assess candidates' abilities, international companies often conduct English interviews. In this article, we will explore some common English interview questions asked by international companies during the recruitment process.1. Introducing YourselfIntroduce yourself in English, providing a brief overview of your background, education, work experience, and career goals.2. Familiarity with the CompanyWhat do you know about our company and why are you interested in working for us?3. Communication SkillsDescribe situations where you have effectively communicated in English, both written and orally. How do you manage language barriers when working with colleagues from different countries?4. Problem-Solving SkillsCan you provide an example of a work-related problem you encountered and how you resolved it? How do you approach critical thinking and finding solutions?5. Leadership AbilitiesHave you ever led a team? If so, describe the experience and the challenges you faced. How do you motivate and inspire your team members?6. Adaptability and FlexibilityIn an international work environment, unexpected changes and challenges may arise. Can you share an experience where you successfully adapted to a new situation or overcame a difficult obstacle?7. Cultural AwarenessHow do you navigate cultural differences when working with colleagues from diverse backgrounds? Can you provide an example of a time when your cultural awareness had a positive impact on a project or collaboration?8. Time ManagementTell us about a time when you had to manage multiple tasks or projects simultaneously. How did you prioritize and organize your work to meet deadlines?9. Conflict ResolutionDescribe a conflict you encountered at work and how you resolved it. How do you handle disagreements and maintain positive relationships with colleagues?10. Professional DevelopmentWhat steps do you take to improve your English language skills? How do you continue to develop professionally?These interview questions aim to assess candidates' language proficiency, communication abilities, problem-solving skills, adaptability, leadership potential, cultural sensitivity, time management, conflict resolution capabilities, and dedication to professional growth. Preparing thoughtful and well-structured responses to these types of questions will significantly enhance your chances of success in an international company's English interview.In conclusion, as international companies increasingly value English language skills, being well-prepared for an English interview is essential for job seekers. By familiarizing yourself with the common interview questions outlined above and crafting thoughtful responses, you can confidently showcase your abilities and increase your chances of securing a position in a global organization. Good luck!。

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 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 (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 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 (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 on the number of students at the campus, and how interested we are in students ofType 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。

第1篇一、面试题目1. 请简单介绍一下你自己。

2. 你为什么选择加入SGS？3. 你对我们公司了解多少？4. 你在以前的实习或工作中，遇到的最大挑战是什么？你是如何解决的？5. 你认为你的哪些优点和特长适合这份工作？6. 在团队合作中，你通常扮演什么角色？7. 请举例说明你在时间管理方面有哪些经验？8. 你如何看待加班？你愿意接受加班吗？9. 你对未来五年有什么规划？10. 请用英语描述一次你解决问题的经历。

11. 你如何看待压力？你如何应对压力？12. 请用英语描述一次你与同事或上级发生冲突的经历，以及你如何解决冲突。

13. 你如何看待失败？你如何从失败中吸取教训？14. 你认为自己的职业发展道路是怎样的？15. 请用英语描述一次你参加的志愿者活动或社会实践活动。

二、面试答案1. 请简单介绍一下你自己。

Answer: Good morning/afternoon, my name is [Your Name], and I amcurrently a graduate from [Your University] with a degree in [Your Major]. During my college years, I have been actively involved invarious activities and projects, which helped me develop strong teamwork and communication skills. I am passionate about [Your Field of Interest],and I believe that my background and experiences make me a suitable candidate for the position.2. 你为什么选择加入SGS？Answer: SGS is a globally renowned company with a strong reputation in the field of quality control and inspection. I have always admired the company's dedication to providing reliable and professional services to clients worldwide. By joining SGS, I believe I can contribute my skills and knowledge to help the company achieve its goals and grow further.3. 你对我们公司了解多少？Answer: I have learned about SGS through various channels, such as the company's website, industry reports, and social media. I know that SGSis committed to delivering high-quality services in fields like food safety, environmental management, and product certification. I am particularly interested in the company's philosophy of "Zero Defects" and its focus on continuous improvement.4. 你在以前的实习或工作中，遇到的最大挑战是什么？你是如何解决的？Answer: In my previous internship, I faced the challenge of adapting to a new work environment and meeting tight deadlines. To overcome this challenge, I actively communicated with my colleagues, sought guidance from my supervisor, and managed my time effectively by prioritizing tasks and setting realistic deadlines.5. 你认为你的哪些优点和特长适合这份工作？Answer: I believe that my strong analytical skills, attention to detail, and ability to work under pressure make me a suitable candidate for this position. Additionally, my previous experience in quality control and inspection has equipped me with the necessary knowledge and skills to excel in this field.6. 在团队合作中，你通常扮演什么角色？Answer: I consider myself a team player who is always ready tocontribute my ideas and efforts to achieve common goals. Depending onthe situation, I can either take on a leadership role or work closely with my team members to ensure smooth collaboration.7. 请举例说明你在时间管理方面有哪些经验？Answer: In my previous job, I was responsible for managing multiple projects simultaneously. To ensure efficient time management, I used a to-do list to prioritize tasks, set deadlines, and allocate resources accordingly. This helped me stay organized and meet project deadlines without compromising on quality.8. 你如何看待加班？你愿意接受加班吗？Answer: I understand that sometimes work may require extra hours to meet tight deadlines or deal with unexpected situations. While I prefer to maintain a work-life balance, I am willing to accept reasonable overtime when necessary to ensure the success of a project.9. 你对未来五年有什么规划？Answer: In the next five years, I plan to further develop my expertise in quality control and inspection. I aim to gain more practical experience through internships and projects, and eventually take on a leadership role in a reputable company like SGS.10. 请用英语描述一次你解决问题的经历。

外企公司英文面试问题及答案在应聘外企公司的时候一般都会遇上英文，认知一些常见的面试问题可以帮助自己在面试过程中有更好的表现。

下面了公司英文面试的问题及答案，希望对你有所帮助!例题1what range of pay-scale are you interested in?(你感兴趣的薪水标准在哪个层次?)参考答案money is important, but the responsibility that goes along with this job is what interests me the most.(薪水固然重要，但这工作伴随而来的责任更吸引我。

)假设你有家眷，可以说：to be frank and open with you, i like this job, but i have a family to support.(坦白地说，我喜欢这份工作，不过我必须要负担我的家庭。

) 例题2what do you want most from your work?(你最希望从工作中得到?)参考答案i hope to get a kind of learning to get skills from my work. i want to learn some working skills and bee a professional in an industry.(我最希望得到的是一种，能让我学到工作的技能。

虽然我已经在学校学习了快XX年,但只是学习到了知识，在学校里，没有时机接触到真正的社会，没有掌握一项工作技能，所以我最希望获得一项工作的技能，能够成为某一个行业领域的人士。

)例题3why did you choose us?(你为什么选择到我们公司来应聘?)参考答案as the saying goes, "well begun is half done". your pany is a famous one in the industry and boasts a high reputation. i hope to choose your pany as the beginning of my career. i can not only learn new things, but set a solid foundation for my future career as well.(俗话说“良好的开端是成功的一半”。

外企测试面试常见问题及回答（英文）第一篇：外企测试面试常见问题及回答(英文)外企测试面试常见问题及回答（英文）1.Tell me about yourself自我介绍It is really my honor to have this opportunity for a interview.I hope I can make a good performance today.I’m confident that I can succeed.Now I will introduce myself briefly.My name is Chen Manyuan.I am 25 years old,born in HuNan Province.I was graduated from ChangSha University of Science & Technology.My major is Mathmatics and Applied Mathmatics,and I got my bachelor degree after my graduation in the year of 2006.I spend most of my time on study.I have passed CET-4,and I have acquired basic knowledge of my major during my school time.In duly 2006,I begin work for a small private company as a technical support engineer in ChangSha city.Because I’m capable of more resposibilities.So I decide to change my job.And in Augest 2008,I left ChangSha to ShangHai and studied for software testing training.Because I want to change my working environment.I’d like to find a job which is more chanllenging.Your company is a global company,so I feel I can gain the most from working in this kind of company environment.That is the reason why I come here to compete for this position.I think I’m a good team player and I’m a person of great honesty to others.Also I am able to work under great pressure.That’s all,Thank you!2.What can you offer us that other candidates can't? 为什么你是这份工作的最佳人选？You need the person who can produce “efficiency”, while my background and experience can prove my ability, I can quicklyintegrate into a role of team, I also believe in the meantime, I will be acquainted with the business of your company,and I can work right away, contribute my strength for your company.3.What are your strengths?你的优势是什么？I can make a great repeated work,and I have professional test technical ability,My ability well-trained of the operation automate testing tools.and I have a good logic thinking ability.4.How successful have you been so far?未来的计划I have been all drawing up for I and plan for each five years, after finishing university, the first five years, the plan is to become anoccupation agent, at this is in the farsighted programming, I will divide three the step walk strategy, I have already exceeded forward square one, and succeed and carry out from a muddled graduating student,have certain theories and practice an empirical test engineer till now, at future three the middle of the years, I will toward my target exceed second step, at connect and become an item group in time of coming down one and half years of leader, can only block one side for company, my third step is to become an ideal medium item manager.I of so choose Shanghai, because I can learn in this rapid rhythm more, the achievement is faster and quickly promote for oneself, in order to can carry out ownly the first five yearses to plan smoothly.5.What are your limitations?(What are your greatest weaknesses?)你的缺点是什么？Working to pursue too much is perfect and result in thus plenty of time all on some businesses that don't close general situation, the cost's peacetime likes to investigate a root again, the teachers who had a class before usually looking at me afraid.6.How much are you worth?你的期望薪资是多少？We can put this problem till the last and see first I can do for the company what.I would like to make great effort to work and find out fun and happiness from it.I also believe to will get to pay equal guerdon with myself.7.What are your ambitions for the future?Indicate your desire to concentrate on doing the immediate job well-and your confidence that the future will then be promising.You do not want to convey that you have no desire to progress, but you need to avoid statements that are unrealistic, or that might threaten present incumbents.8.What do you know about our company?You've done your homework, and have studied all that is publicly available about Acme and are thus aware of many published facts.However, you might state that you would like to know more;then be prepared to ask intelligent questions.Avoid a recitation of the facts, incorporate personal remarks and specific questions to facilitate a lively exchange of information.9.Why are you seeking a position with our company?你为什么选择我们公司？Why I compete for this position in your company, the reason of the mostcover three areas:1)I am much optimistic about the industry of your company,I think I can gain the most work in this kind of company environment.2)In the corporate culture of your company I understand something, your company pretty much values a talented person and pays attention to the occupation development of each employee, and can provide a good development terrace for employee.3)I cautiously checked your company's request to this position,I’mconfident that I am the best candidate, I believe I will enjoy this work by myselfdefinitely.10.Give an example of high priority and low severity,low prority and high severity.举个例子高优先级低严重，低优先高严重。