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竭诚为您提供优质文档/双击可除外企面试笔试问题篇一：最新外企面试题最新外企面试题外企面试题问：告诉我一些有关你自己的但在你的简历上又没有反映出来的东西。
答：你可能不知道我16岁就开始管理自己的投资组合，我认为你能理解我对投资销售方面的兴趣是重要的。
在过去的8年里我平均每年获得12%的盈利。
不要只是重复简历上已有的东西，讲讲那些虽与你过去的从业经验无关但能反映你的个(:外企面试笔试问题)性和经验的独特的天赋或技能。
Q:TellmesomethingaboutyourselfthatIdidntknowfromrea dingyourresume.A:Youwouldn tknowthatI vemanagedmyownsmallportfoliosinceIwassixteen，butIbelievethatit simportantforyoutounderstandmyinterestininvestments ales.Iveaverageda12percentreturnoverthepasteightyears.问：告诉我你了解这家公司的什么。
答：去年夏天我作为一个实习的餐馆分析员与所有牛排连锁店联系密切。
你们做得特别好的是集中精力在有限的品种上，使各地能保持高度统一。
商业游客都信任你们在美国任一个店的产品。
但我特别感兴趣的是你们的不动产资金小组和扩展计划。
描述你第一次或是近来邂逅该公司或其产品及其服务的情况。
是什么促使你想在那里工作而不是在另一家不同的公司里做同样类型的工作呢？招聘者会仔细观察反映你真正兴趣的方面，而不仅是你对该公司所做的一些表面上的调查了解。
把公司的年度报告背出来不大可能会给招聘者留下印象，但把来自顾客和员工的一些反馈意见说出来可能会给招聘者留下印象。
A:Iservedasaninternanalysttoarestaurantlastsummer，soIfollowedallthesteak housechainsclosely.whatyouvedoneespeciallywellisfocusonalimitedmenuwithgreatc onsistencyamonglocations;thebusinesstravelertrustsy ourproductanywhereintheu.s.I mparticularlyinterestedinyourrealestatefinancegroup andexpansionplans.问：你从我们公司的顾客、员工，或者别人那儿了解了我们公司的一些什么情况？答：我确实给你们小册子上提到的几个客户打过电话。
外企面试问题及参考答案面试问题的回答情况会决定外企求职者能否得到面试机会。
下面是店铺为大家精心推荐的外企面试问题及参考答案，希望能够对您有所帮助。
外企面试问题及参考答案(一)问：告诉我一些有关你自己的但在你的简历上又没有反映出来的东西。
?答：你可能不知道我16岁就开始管理自己的投资组合，我认为你能理解我对投资销售方面的兴趣是重要的。
在过去的8年里我平均每年获得12%的盈利。
不要只是重复简历上已有的东西，讲讲那些虽与你过去的从业经验无关但能反映你的个性和经验的独特的天赋或技能。
Q:Tell me something about yourself that I didnt know from reading your resume.A:You wouldn?t know that I?ve managed my own small portfolio since I was sixteen，but I believe that it?s important for you to understand my interest in investment sales. I?ve averaged a 12 percent return over the past eight years.问：告诉我你了解这家公司的什么。
?答：去年夏天我作为一个实习的餐馆分析员与所有牛排连锁店联系密切。
你们做得特别好的是集中精力在有限的品种上，使各地能保持高度统一。
商业游客都信任你们在美国任一个店的产品。
但我特别感兴趣的是你们的不动产资金小组和扩展计划。
描述你第一次或是近来邂逅该公司或其产品及其服务的情况。
是什么促使你想在那里工作而不是在另一家不同的公司里做同样类型的工作呢?招聘者会仔细观察反映你真正兴趣的方面，而不仅是你对该公司所做的一些表面上的调查了解。
把公司的年度报告背出来不大可能会给招聘者留下印象，但把来自顾客和员工的一些反馈意见说出来可能会给招聘者留下印象。
第1篇一、开场白尊敬的面试官，您好！非常感谢您给我这个机会参加今天的面试。
我叫[您的姓名]，毕业于[您的学校]，专业是[您的专业]。
我对贵公司的[具体职位或行业]非常感兴趣，并且相信我的技能和经验能够为贵公司做出贡献。
以下是我为这次面试准备的题目，希望能够帮助我更好地展示自己。
二、自我介绍与背景1. 请您简单介绍一下自己，包括您的教育背景、工作经历以及个人兴趣爱好。
2. 您为什么选择离开上一家公司？3. 在您的职业生涯中，有哪些特别的成就或经历让您感到自豪？4. 您如何描述自己的性格特点？5. 您如何看待团队合作？三、专业知识与技能1. 请详细描述一下您在[具体职位或行业]方面的专业技能和经验。
2. 您熟悉哪些[具体软件或工具]？3. 您如何处理工作中的复杂问题？4. 请举例说明您在以往工作中如何提高工作效率。
5. 您如何看待[行业内的最新技术或趋势]？四、案例分析1. 请您描述一次在团队项目中遇到困难，以及您是如何解决这个问题的。
2. 您如何看待工作中的冲突？请举例说明您如何处理冲突。
3. 请您分析一次您所在团队的成功案例，并说明您在其中的角色和贡献。
4. 如果您需要在一个紧急情况下完成一个任务，您会怎么做？5. 请您描述一次您在工作中犯下的错误，以及您是如何从中吸取教训的。
五、职业规划与发展1. 您对未来的职业发展有什么规划？2. 您认为自己在未来五年内需要提升哪些技能？3. 您如何看待外企的工作环境和文化？4. 您为什么选择加入我们公司？5. 您对我们公司的发展有什么期望？六、模拟面试1. 模拟面试：请您以一个项目经理的身份，描述一次您如何带领团队完成一个大型项目。
2. 模拟面试：如果您遇到一个难以管理的团队成员，您会如何处理？3. 模拟面试：请您谈谈您对[具体职位或行业]的见解。
4. 模拟面试：如果您需要在短时间内完成一项任务，但资源有限，您会怎么做？5. 模拟面试：请您描述一次您在工作中遇到的挑战，以及您是如何克服的。
外企笔试题库外企笔试是进入跨国公司工作的第一步，很多人都会在面试前做好充分准备。
而外企笔试题库是很多应聘者必备的材料之一，以下是一些常见的外企笔试题，供大家参考。
1. 英语部分1.1. 阅读理解题目：阅读下面的短文，然后根据文章内容选择正确答案。
文章内容：With the development of technology, more and more people are choosing to work remotely from home. This trend has become particularly popular in recent years, as it offers employees greater flexibility and saves time on commuting. However, remote work also comes with its challenges. Without the structure of a traditional office, employees may struggle to maintain a work-life balance. Additionally, communication can often be more difficult when working remotely.问题：What are some benefits of working remotely?A. Limited communication.B. Greater flexibility.C. Long commute time.D. Traditional office structure.1.2. 词汇填空题目：根据句子意思，选择正确的单词填入空白处。
句子：Due to the global pandemic, many companies have implemented ______ measures to protect their employees.A. restrictiveB. remoteC. adventurousD. traditional2. 数学部分2.1. 简单算术题目：计算以下算式的结果。
外企面试常见问题及答案优秀4篇外企在招聘员工的时候，都喜欢问应聘者哪些问题呢？常见的外企面试问题整理，希望能够给让你有时间准备充分的理由说服得到录用通知。
下面是牛牛范文整理的4篇外企面试常见问题及答案，希望能够对困扰您的问题有一定的启迪作用。
外企面试问题篇一外企面试问题1、我们为什么要聘用你（测试你的沉静与自信。
）给一个简短、有礼貌的回答：“我能做好我要做的事情、“我相信自己，我想得到这份工作。
2、为什么你想到这里来工作（这应该是你喜爱的题目。
）因为你在此前进行了大量的准备，你了解这家公司。
组织几个原因，最好是简短而切合实际的。
3、这个职位最吸引你的是什么（这是一个表现你对这个公司、这份工作看法的机会。
）回答应使考官确认你具备他要求的素质。
4、你是否喜欢你老板的职位回答当然是“YES ，如你不满意，可补充：“当我有这个评测能力时，或“有这样一个空缺时吧。
5、你是否愿意去公司派你去的那个地方如果你回答“NO ，你可能会因此而失掉这份工作，记住：你被雇用后你可以和公司就这个问题再行谈判。
6、谁曾经给你最大的影响选一个名字即可，最好是你过去的老师等，再简短准备几句说明为什么。
7、你将在这家公司呆多久回答这样的问题，你该持有一种明确的态度，即：能待多久待多久，尽可能长，“我在这里继续学习和完善自己。
8、什么是你最大的成就准备一两个成功的小故事。
9、你能提供一些参考证明吗你该准备好一些相关的整洁的打印件，并有现在的电话和地址。
10、从现在开始算，未来的五年，你想自己成为什么样子？或者：告诉我，你事业的'目标回答一定要得体，根据你的能力和经历。
11、你有和这份工作相关的训练或品质吗说明要短，举两三个最重要的品质，要有事实依据。
12、导致你成功的因素是什么回答要短，让考官自己去探究，比如只一句话：“我喜欢挑战性工作。
一叁、你最低的薪金要求是多少（这是必不可少的问题，因为你和你的考官出于不同考虑都十分关心它。
外企招聘面试笔试题库shl1现在越来越多的外资企业（包括若干投行、商业银行、industry的MT program等）已经把笔试（online test或者现场笔试）纳入应聘程序，而其中很多公司的test用题源于一家名为SHL的机构。
那么，这家名为SHL的公司出的题目到底是些什么东东?它由缘何得到如此多跨国企业的亲睐呢？今天，让HIALL团队与您来共同来剖析一下SHL的出题风格！一般来说SHL类型test的分两部分：numerical test和verbal test。
这里我们分别来探讨。
第一部分：verbal test所谓verbal test（verbal：口头的），就是给出一段100~200多字的短文，然后让你根据文章意思，判断题干信息正确与否，主要考察应聘者的英语阅读能力和逻辑判断能力。
verbal test 一般会分为TEST1 和TEST2 ，每个TEST都会有两篇PASSAGE。
我们来剖析一下真题：The verbal questions which follow are multiple choice. For each question, you are given severalpossible answers. When you have selected your answer, click in the appropriate circle.…………………… verbal test一般都会遵从的要求下面我们来分别看一看TEST1和TEST2TEST1In this test you are given two passages, each of which is followed by several statements. Your task is to evaluate the statements in the light of the information or opinions contained in the passage and to select your answer according to these rules.（1）If you think the statement is patently trueor follows logically given the information or opinions contained in the passageClick on A（2）If the statement is patently untrue or the opposite follows logically, given the information or opinions contained in the passageClick on B（3）If you cannot say whether the statement is true or untrue or follows logically without further informationClick on C……………………TEST1的具体要求PASSAGE 1:the big economic difference between nuclear and fossil fuelled power stations is that nuclearreactions are more expensive to build and decommission, but cheaper to run. so disputes over the relative efficiency of the two systems revove not just around the prices of coal and uranium today and tomorow, but also around the way in which future income should be compared with current income.Question:(1) The main difference between nuclear andfossil-fuelled power stations is an economic one.(2) The price of coal is not relevant to discussions about the efficiency of nuclear reactors.(3) If nuclear reactors were cheaper to build and decommission than fossil fuelled power stations, they would definitely have the economic advantage.PASSAGE2（哈哈，地方不够，今天就不说PASSAGE2）TEST2In this test you are required to evaluate each statement in the light of the passage. Read through the passage and evaluate the statements according to the rules.(1) TRUE: If the statement follows logically from the information or opinions contained in the passage Click on A(2) FALSE: If the statement is obviously false from the information or opinions contained in the passageClick on B(3) If you CANNOT SAY whether the statement is true or false without further informationClick on C…………………………TEST2的具体要求PASSAGE1:Many organizations find it beneficial to employ over the summer. permanent staff often wish to take their holidays over this period. Fouture more,it is not companies to experience peak workloads in the summer and so require extra staff. summer employmentalso attracts students who may return as well qualified recruits to an organization when they have completed their education.(1)It is possible that permanent staff who are on holiday can have their work carried out by students.(2) Students in summer employment are given the same paid holiday benefit as permanent staff.(3) Students are subject to theorganization's standard disciplinary and grievance procedures.(4) Some companies have more work to do in summer when students are available for vacation work.PASSAGE2（哈哈，地方不够，今天就不说PASSAGE2）第二部分：numerical test所谓numerical test（numerical:数字的），就是给出一张图或表，然后让你根据题干，提取有用的信息进行简单或复杂的计算，主要目的（个人以为）是考察你的基本运算，经济学常识和sense，以及迅速从纷繁复杂的大量信息里提取有价值信息的能力（换句话说，就是眼睛要快，手要快，脑子更要快）。
外企笔试题目及答案
笔试可以有效的测量应聘人的基本知识、专业知识、管理知识、综合分析能力和文字表达能力等素质及能力的差异。
，为外企笔试题目及答案，对!
1. 为什么你是这份工作的最佳人选?
a) 我干过不少这种职位，我的经验将我我胜任这一岗位。
b) 我干什么都很出色。
c) 通过我们之间的交流，我觉得这里是一个很好的工作地点。
d) 你们需要可以生产出“效益”的人，而我的背景和经验很符合。
答案分析
a) 错误。
经验是好的，但“很多相同职位”也许更让人觉得你并不总能保证很好的表现。
b) 错误。
很自信的回答，但是过于傲慢。
对于这种问题合适的案例和谦虚更重要。
c) 错误。
这对雇主来说是一个很好恭维，但是对于自我为中心了，答非所问。
应该指出你能为雇主提供什么。
d) 最佳答案。
回答问题并提供案例支持在这里是最好的策略。
2. 如果你被问到一个判断性问题，例如：你有没有创造性?你能不能在压力下工作?最好的答案是什么?
a) 回答“是”或“否”。
b) 回答“是”或“否”，并给出一个具体的例子。
外企英文面试笔试题外企英文面试笔试题外企面试一般状况下都是采纳英文面试的，并且通常状况下会在每个方面都提出一个问题考察求职者。
以下是外企英文面试笔试题，欢迎阅读。
1、Tell me about yourself 这是面试官惯用的开场白。
千万不要长篇大论背诵简历。
你可以在这时将最突出的优点概括性地总结，并引导面试官向你早已打算好的方面发问。
2、What types of prospective job tasks do you enjoy the most？Which prospective job tasks do you least care to do﹖主要考察应聘者会否对工作中的许多地方感到厌倦；另外还考察你对自己的喜好是否诚恳，你是否了解这份工作的基本职责；你是否相识到任何职业都会包含一些味同嚼蜡的日常工作。
3、What is your greatest weakness﹖不要把那些明显是优点的品德当成缺点说，这种落入俗套的方式早已被面试官厌倦。
可以说一些对于你应聘这个职位没有影响的缺点，对于那些在面试中已经表现出的明显弱点，你可以利用这个问题加以弥补，显示你早已意识到，并且正在改进，已经取得了较大进展。
4、What do you plan to be doing five years from now﹖主要考察你的职业目标是否符合公司的要求；这份职业是否是你达到目的的合理选择；你是否有接着发展的热忱；你的野心是否和这份职业的要求相契合；你的发展潜力有多大。
假如你应聘大企业，千万不要提你想创业，假如应聘小企业，这倒是个合理的回答。
5、What college subjects did you like best and least﹖ Why ﹖这个问题用来发觉应聘者是怎样类型的人。
即使你宠爱的课程与专业无关，也要表现出它对你申请的工作有所帮助。
6、What is your class rank and your grade point﹖ Why are your grades so low﹖假如你的成果不好，你要打算好适当的说明。
外企招聘笔试面试题库CaseStudy-CandidateGuidanceSECTION 1: Example Exercise Outcomes SECTION 2: Competencies and Behavioural Indicators Case Study Exercise Candidate Guidance BookletPage 2 Document last updated 25-04-2014 In this case study exercise we present some example responses and discussion points. These pointers are designed to get you thinking about your own responses and how you might approach your case study exercise. This guide should not be considered a model answer because there will be numerous other suggestions and outcomes from the same case study exercise which in a real exercise will be equally appropriate. Indeed, case study exercises rarely have one right answer; they are designed to allow multiple approaches from multiple ideas. Importantly, they also assess your ability to convey your suggestions to the assessors. You may well come up with other ideas to ours given here. The important thing is that you can justify your ideas using evidence from the exercise items and clearly explain them to assessors. This guidance text is structured by item title, followed by an analysis of the issue, and/or numbered recommendations given in brackets. 1 - HR Manager Introductory Note (1) The first key action is to keep the HR Manager informed, thereby allowing her to escalate any issues to Petra King, the Operations Manager. (2) A second key point is the need to thank the business heads for providing you with the necessary information and to start to build relationships with these key personnel. You will need their cooperation once you have a clearer idea of your recommendations - any change across the business will be driven by these business heads. Tip: if you wouldnt have thought of this, try to immerse yourself in the exercise more. For example, if you were in this situation in real life, what would you do? The chances are you would want to seek more information and possibly ask other people. These heads of business contacts sound like they would be useful to get to know. (3) Another important action is to find ways to promote company values, particularly as Susan (the HR Manager) makes it clear in her Introductory Note that this is an on-going priority for her. You want to make a good first impression with the business owner of your first strategic review. Tip: check to see if you have been given an organomgram (or organisational chart). If not, sketch out your own so that you know who is who in the fictional company; this will help when deciding which person is more senior and who works with who.Page 3 Document last updated 25-04-2014 2 - Rheuters Stats and News Note the share price drop (of 6%) on announcing sharper fall in profits than analysts had predicted means there was an expectation gap between investors and company performance. Is this normal for this company, oris there something more to this disappointment? (4) The online news excerpts explain that the on-going business environment is one of great economic uncertainty. PF therefore needs a cautious approach to business strategy; thereby avoiding taking substantial risks (such as new investments) and to cut costs wherever possible. (5) Note the quote from the Chief Executive of PF which says that its key staff can justify their high bonuses on the basis of the profits that their client accounts bringin for the company. It is recommended to investigate whether these profits are sustainable. (6) Note the quote Questions have been asked about PFs customer segmentation strategy... Is this external analysis of PF strategy collaborated by a second source of information found elsewhere?If so, services and products need to be matched more effectively to customer segments. (7) PF's recent bad publicity needs to be urgently addressed. For example, by consolidating the role of any current/future media campaigns. Perhaps a press release or comment article is needed.(8) Apparently there is a threat to future profits posed by new entrants, based originally in the Far east, who are eroding the market share that PFs traditional businesses currently have. One analysis of the companys recent results is that the focus of the currency services needs to be rethought. Which currencies are most customers trading in? Consider focusing solely on those (dollars?) and dropping the least popular currencies (Euros?). What would you do to get more information on the profitability of the ETF sector generally and how PFs performance compares?(9) The poor earnings results for the ETFs: should PF withdraw from this market? Raising such questions shows that you have analysed the information provided, even if you have yet to make a more specific recommendation.Page 4 Document last updated 25-04-2014 3 - Customer Feedback Scores A good overall strategy when analysing written exercise items is to identify key trends in the data where you can recommend making business improvements. Thus, the key feedback figures (from this sample of PFs survey of its highest paying clients) are the Team Overall stats: Team Beta is performing well overall in terms of customer service. The lowest Overall score (2.1) was achieved by Team Alpha for the survey question Knowledge of customer's business. This question is also where Team Beta perform their lowest Overall score. Each mean value for the individual Team Beta Customer Reps is around the overall average so thereis a consistent good performance across Reps a, b and c; i.e. there islittle variation within the team. Compare this with Team Alpha whose scores tend to have a wider spread. The highest Overall score (4) is for the survey question Day-to-day quality of response. Team Alpha which scores lower than Team Beta on each of the 3 customer service survey questions is clearly under-performing. Team Betas results show that significantly higher scores are possible in the same work environment. Whilst this data is interesting, it would be useful to know what proportion of the companys revenue comes from their highest paying clients (i.e. who the survey was sent to) compared to other clients. If for example the bulk of income comes from a large long tail of smaller clients, then arguably survey data from those smaller clients would be more useful. It is recommended to ask one of the directors for this information. (10) First priority is to improve Team Alpha Reps' scores, ideally before the next customer service survey is conducted. This represents a particularly serious issue given that the negative feedback is from PFs highest paying clients - as the HR Manager has pointed out. As far as such customers are concerned higher fees are only justifiable on the basis that they will continue to receive a better level of service than their competitors.(11) Investigate what specific tasks the Team Alpha Reps are doing differently to Team Beta, then pass on any effective customer service approaches using an internal coaching programme. Dont rule out the possibility that the clients of each team may just have different expectations and therefore score the same performance differently. Consider how Team Alpha might feel being told to effectively be more like their colleagues in Team Beta; what is the dynamic between the two teams?(12) Better targeted training interventions might also benefit Team Alphas Reps. For example, a programme of role play sessions run by external consultants to improve the way that customers are serviced.Page 5 Document last updated 25-04-2014 4 - Employee Engagement Survey Grouping the Strongly Disagree/Disagree and the Agree/Strongly Agree responses together, the following general conclusions can be drawn: The 54% of respondents who Strongly Disagreed/Disagreed with the statement I can speak openly with my manager is high for PF and an area for development. The 45% of respondents who StronglyDisagreed/Disagreed with the statement Senior management has provided supportive coaching opportunities is high for PF. There is an improved response for the London respondents to the employee survey on the following two elements of organisational culture: Senior management communicates the organizational strategy clearly to me and My team is fully engaged with the organisations sales procedures. Results for the last 2 statements My team has an innovation strategy and My team is fully committed to our organizational values are more mixed. Given Susans interest in instilling PF Consulting company values, and her recenttraining programme, she would be interested to see these results and to be consulted on the possible solution. Before acting on any of these responses, it would be worth double-checking the motivation of each Benchmark Question. Who has written them, why are they important, will improving their responses necessarily improve the business, or are they out-dated questions which have lost relevance. Again, a small caveat on the analysis of this data is that we first need to find out what London subsample results means, and how many people are in the company compared with the 655 respondents to the survey. Ask Susan about this. (13) It is recommended to provide more coaching opportunities to employees. This could take the form of a programme of events throughout the year (say four or five), which people can register for. Third party coaching providers are to be researched in terms of cost and offering. Some could even be delivered internally. (14) A culture change programme is recommended, to include the following: training to improve internal communication; and running an off-site team building event. Also, asking senior management to communicate the organisational strategy could be fairly easy to implement. This could take the form of a monthly presentation from managers to employees. This is also likely to help improve some of the negative publicity mentioned in the news clippings. (15) Group target setting would be an easy way to improve the engagement with the sales process, so this should be implemented.Page 6 Document last updated 25-04-2014 5 - FiVe VALUES Flyer The FiVe VALUES Flyer looks like it contains useful background information on what PF Consulting values. However on first impressions it looks as though it needs either updating or a renewed focus on the most important messages. Would employees take this flyer seriously? If this were a more punchy, targeted message, it might carry more weight. It is also necessary to get some context to this flyer before acting on it. For example, when was it produced and for who was it intended. Tip: Before you start to make recommendations on this item, read through the next couple of items to help put this one into perspective. With all exercises it is good practice to read through all items before starting to make recommendations as they often interlink or build on separate information.(16) Get Senior managers to check that the values presented are up-to-date and are held to be important by the company. Once the new values are confirmed, then put this information to practical use by arranging workshops focussed on actions that managers and staff can take, such as promoting ways to bring the company values to life.Page 7 Document last updated 25-04-2014 6 (a) and 6 (b) - Employee Survey of FiVe VALUES Framework The company values survey results are best analysed at the level of individual values. The survey comments areless useful since these only provide anecdotal evidence. In fact, overall, its very difficult to draw firm conclusions from this item's data. This is worth highlighting in your answer together with these reason(s) why: the pie-charts are poorly labelled; the make-up of the two samples is not explained adequately; a different description is given for each sample; there appears to be an overlap across the two samples of those managers aged 30-40 years; the rating scale is poorly explained and its unclear what response data is being included in this excerpt from the survey report; the use of pie-charts is itself questionable for representing the most informative survey findings; and the Conclusions section draws inaccurate conclusions. Whilst a positive overall picture is portrayed this is wrong for two reasons: firstly it cannot be concluded from just two pie-charts and secondly the data is poorly represented. The Additional Comments section is only anecdotal. Tip: sometimes in assessment exercises, redundant, confusing or irrelevant information is included to obfuscate your analysis and thus be a closer reflection on a real life job role. On an overview analysis of the bar charts, there doesnt appear to be a significant area of concern, but perhaps the first aspect to investigate is Team Bs strong disagreement to Only Engage in Quality Actions. This may indicate problems with delivery, or more serious issues such as compliance. (17) Speak to the author of this survey to check if they can elaborate on the data or improve its presentation in order to make it more useful. This might also reveal why the conclusions dont obviously follow from the data. If the data cannot be reorganised, it would still be useful to know how people felt about the FiVe VALUES, so as a compromise between full data and pestering employees with a return questionnaire, it is recommended to conduct a brief anecdotal-level survey. The results of this will determine whether the message needs focusing, reinforcing or revamped entirely. The note from Vikram (Finance Manager) includes a request for you to respond on why company values are important to the bottom line. It is up to you whether you respond to Vikram as the tone of the note could be a rhetorical question. It is recommended to respond to Vikram, perhaps even give him a call, simply to get his buy-in to these values as he sounds sceptical. It will be difficult to have these values taken seriously if managers are critical of them, so try to win him round. (18) Respond to Vikram explaining that you will be investigating the survey responses, and more generally that strong company values are important for helping employees all pull in the same direction. Strong company values also help instil pride and enthusiasm in peoples work, which ultimately means they go the extra mile and make more money.Page 8 Document last updated 25-04-2014 7 - Commission Fees 2012 (London Office) The earlier Rheuters news item indicates that Quarter1 and2 trading was affected by a combination of recent economic uncertainty and PFs business strategy. Establish where there has been under or over performance for each financial service by calculating the % of target achieved. Under-performance in corporate bonds (80% of target); interest rate hedges (84% of target); financial advisory services (77%). Exceeding targets in: gilts (117.7%); investment trusts (116.7%) For the new services it is too early to tell for sure how they are performing. The Exchange Trade Funds for Q2 is more than half the target already, suggesting its performing well but without further information we cannot tell for sure. Likewise the Currency Trading is under performing based on a half-way mark but again we cant say at this stage how the target was built and whether a half figure is a useful approximation. (19) It is recommended that the target figures are reviewed before action is taken. Where did the targets come from and how realistic/stretching are they? Assuming the targets are accurate, PF could focus on expanding its specialism in the strong performing areas of Gilts and Investment Trusts and look into how to develop performance in other areas such as corporate bonds, interest rate hedges and financial advisory services. Whilst there is no significance to this fact yet, it is worth noting the relative size of the different areas. FAS brings in a lot more than IRHs for example.Page 9 Document last updated 25-04-2014 8 - Client Liaison Manager Statistics A summary of this item's first table of data follows: Client Liaison Team No. of Staff Total No. of Accounts No. of Accounts per team member Average Client Turnover (m) Alpha 4 41 10.25 118.9 million Beta 4 22 5.50 65.9 million Gamma 4 21 5.25 50.4 million Team Alpha has considerably more client accounts than Teams Beta and Gamma. Team Alphas average Annual Client Turnover is also significantly higher (118.9 million) than that of Team Beta (65.9 million) and Team Gamma (50.4 million). These two findings may explain the earlier indications that Team Alpha's reps were underperforming. With more client accounts as well as accounts of higher valued companies - Team Alpha staff have more complex customer relationships to manage. Employees with higher lengths of service are concentrated in Team Alpha (mean = 45 months compared to Team Betas 26.5 months and Team Gammas 26.25 months). This may be why these employees have so many more client accounts and clients with higher annual turnovers. (20) The second and third tables of data are less informative, although its worth demonstrating that you understand that where there is missing data (i.e. the highest performing sales agents) it's difficult to draw valid conclusions. To overcome this, ask the HR Manager for the complete sets of employee data - or for a more representative set of data. (21) Team Alpha and Beta employees appear to be on higher salaries and excessive bonuses when compared to Team Gamma.Perhaps there is a legitimate reason such as past performance, howevera review is needed to ensure that pay is linked reliably to performance,and to demonstrate the fairness of company policies to all employees to discourage resentment or a feeling of injustice. (22) Redistribute the number and financial importance of client accounts more evenly across Teams Alpha, Beta, and Gamma. (23) Reallocate staff more evenly acrossthe Teams, so that older staff can learn from newer entrants andvice-versa.Page 10 Document last updated 25-04-2014 9 - PF Company results The company results, covering the last three tax years, reveal these trends:A marked decline each year in the Profits before tax of 1million per year The above has occurred despite increases in Revenue as follows: 8.2% (2011/10); and 3.2% (2011/12). So profitability has declined. Profitmargin (crudely) is as follows: 2012: 12.3% 2011: 13.9% 2010: 14.4% Non-current assets have decreased, while cash at bank andin hand have increased. There doesnt appear to be anything significantabout this observation though. Tip: the level of financial knowledge candidates require for reading and interpreting documents in the exercisewill be in-line with the role they are applying for. For example if itis for a graduate role, they will not expect candidates to be able to pickapart an intricate set of accounts. This is especially true if they aretrying to compare candidates from non-financial degrees. If on the otherhand you are applying for a senior role where specific technical knowledgeis assumed, you will be assessed on having that knowledge.Page 11 Document last updated 25-04-2014 10 - Competitor Financial Summaries (conducted by PF Analysts) You need to compare PFs most recent2011 and 2012 revenue and profit with these three competitors. Presenta clear summary, such as: Wuckle Inc. Derward Pendletons 31-Mar-2012 Revenue Roughly comparable Much higher Slightly lower 31-Mar-2012 Profit Roughly comparable (13.1%) Higher (9.6%) Much lower (8.1%) Wuckle Inc. Derward Pendletons 31-Mar-2011 Revenue Roughly comparable Much higher Slightly lower 31-Mar-2011 Profit Roughly comparable (13.3%) Higher (8.8%) Much lower (8.2%) Derwerd is the largest competitor in terms of Revenue, which is four times that of Wuckle and Pendletons. Wuckel Inc.has similar specialisms to PFs traditional service offerings. Whilst Pendletons is already the most established player of the 4 competitorsin currency trading, its operations are not as profitable. Similarly, PFfailed to achieve its recent currency trading target. It is interestingto see that the profit margins for these competitors isnt drastically different from PFs. This is reassuring in that any margin improvement tobe carried out at PF will likely be merely incremental, not disruptively fundamental. (24) Commission market research into each of thesecompetitors, and use the results to feed into PFs future growth strategy. For example: what areas of their trading are the most profitable; what areas are they retreating from and why; what areas have been steadily growing.Page 12 Document last updated 25-04-2014 11 - Invest Magazines Best Customer awards (Summer 2012) Overall, PF and Wuckle Inc. have a more impressive awards record than competitors Pendletons and Derward. Other summary findings: Pendeletons' multiple 1st and 2nd place awards place their Value for money, Range of Services and Customer Focus above PFs. Whilst PF can take some credit for beating competitor Derward this was only by one place - in the categories of Value for money and Customer Focus. PF was been rated 4th in terms of its Range of Services. (25) This industry feedback would suggest that PF needs to focus on improving its range of services as the priority. There is room for improvement in the other services: Value for Money and Customer Focus. It is recommended to commission research into why the other firms performed better in these areas, or ask if the magazine would be happy to help provide a breakdownor insight into their data. 12 - Email Chain (a) These emails highlight poor inter-managerial communication around the new IT developments for the ETFs and currency trading services. (26) The poor project management of the IT contract has severely affected delivery of the service updates. It is not clear whether it is the internal IT departments failure or the external consultant IKY Consultants. Arthur mentions that some of the complications are a result of incorporating the clients additional product features. Find out more about these from Arthur.(27) Arthur is suggesting switching to a new contractor. This sounds a risky move and one which should be taken only if the current contractoris really worth dropping. Investigate what break clauses or compensation entitlement is covered in the contract with the current provider. The problem seems to stem largely with the external contractor IKY Consultants; they really ought to be asked to fix the problem if they have failed to deliver. (28) On a small scale, it is recommended to have a word with Sally about her tone with Arthur and also with Arthur about disseminating information in future. Staff need to get along and collaborate, so this needs to be resolved. There is an overall communications issue here, soas a more drastic measure consider recommending that an overall Communications Strategy needs to be developed. This would include such issues as the company-wide dissemination of important information, timescales, changes to work practices etc.Page 13 Document last updated 25-04-2014 13 - Email Chain (b) (29) Firstly - need to arrange financial product / customer service training.It appears the training needs to focus on the older members of staff orthose unfamiliar with the new ETF platform. (30) Secondly - to address the possibility of a compliance breach - set-up a meeting with the Compliance Manager (Simon King) to find out the outcome of his FSA discussions. (31) James Delaney (Sales Manager) describes these as niche services which he clearly didnt see the need for. Meet with James (who signs off as Jim) to get more information to inform your own analysisof the market for these services (to supplement the data you have from competitors offering these services). Are these services too niche for the customer base, are they generating profit, do the sales reps and staff fully understand them, is there training required? 14 - Project Update (new online services) Here you are provided with vital project-related information on the new online trading platform for ETF and currency services. This item ties in closely with the next item (the gantt chart). Reading these together we should note: The Additional Note that the IT costs for external supplier higher than expected is an area to resolve. The Suggested Resolutions might not be viable: the stakeholder meeting date is too far in the future and changing to a new subcontractor at this stage will be risky. The Risk Description relates to an earlier issue that delayed the Go Live date, but is no longer relevant to the projects current status. A more accurate risk would be that the delays elongate.(32) Find out why the costs for the external supplier are higher than expected and decide how it can be reduced. (33) Find out why the delays have occurred and look to bring the programme back in line. Is this a caseof scope creep, in which case the client may be more understanding, oris it a case of over promising and under delivering?Page 14 Document last updated 25-04-2014 15 - GANTT Chart forSpread-Betting IT Platform A common project management tool, the Gantt chart shows you a project timeline for designing the additional online functionary that the new services require. Your analysis should note that: Training is scheduled too late for maximum benefit since it appears after the site goes live i.e. once Client Reps have to start dealing with customers using such new services. Site build started before the spec was completely agreed. This is understandable for time reasons, but is perhaps the cause of the current delays and changes. (34) Investigate whether the training can be brought forward. Also check that the three teams can be trained simultaneously as assumed on the gantt chart. To reduce any delays, also critique the length of time required for staff training; can this be reduced? -- End of Candidate Guidance Document --。
