There are many invisible rules in the workplace, and improper size control is the most taboo in the workplace. You can learn a lot from your predecessors in the workplace, and not being trapped in the workplace is a great success. I'll take you through the interview questions in detail.

Detailed analysis of interview questions 1 interview questions 1: the interview of middle management lacks industry view.

The interview of middle managers has always been a difficult problem. During the training of interview courses for middle managers, we found that they are not lacking in initiative in the interview, and their answering skills are rich and mature, and some of them can even be described as "reaching the peak". However, in the eyes of "interviewers" of Ke Rui Company, their interview grasped superficial skills and ignored many essential connotations.

Among them, their most prominent problem lies in their ability to understand and grasp industry problems.

Industry problems include: the overall structure of industry products, industry characteristics and present situation, industry development trend, industry problems, industry resources and so on. These should be one of the key points they want to express in the interview, but what puzzles Ke Rui experts is that their ambiguity on industry issues always gives people the feeling of being in this mountain. In practical work, they are very familiar with the relevant business operations they manage, and their professionalism is beyond doubt, and they have a good grasp of their daily work. These are really quite different from their industry grasp.

As a middle-level manager of an enterprise, he should not only focus on his immediate work, but also carry out daily management work on the basis of grasping the overall situation of the industry. Enterprises don't want middle managers to be simple execution tools. The development of social economy inevitably requires them to have judgment and decision-making power, and there is no clear industry concept as the basis. The so-called decision-making power is either nonsense or illusory.

To sum up, under the development of market economy, it is an inevitable trend for enterprises to assess industry problems when recruiting middle-level management talents. Ke Rui experts remind professionals that if they apply for middle-level management positions in enterprises without in-depth investigation, understanding, analysis and summary of industry problems, and clearly express these contents in the interview, failure is inevitable.

Interview Question 2: Two Taboos in Technical Job Interview

With the rapid development of manufacturing industry in China, more and more technical posts are needed. However, while providing a large number of job opportunities, it is difficult for enterprises to find professional and technical personnel who meet the requirements of this technical post. On the one hand, the requirements and nature of the job determine the talents who need higher requirements, on the other hand, the candidates themselves failed to seize the opportunity to show themselves in the interview. Technical candidates usually make some very inappropriate mistakes in the interview, such as sloppy clothes, frivolous words and deeds, arrogance and so on, but the two most important taboos are not knowing how to pretend to understand what they don't know in the interview and not caring about the interview.

No enterprise will recruit dishonest new people. Honesty is the best response in the interview process. Especially the personal background information written in your resume and autobiography, don't exaggerate your ability, otherwise the conversation will not match what is written in your resume. Even if it is not found during the interview, it will be tested later. Especially when interviewing for technical positions, we should pay special attention to this. You must not give the recruiter the impression that you don't know the question you ask, but you won't pretend to know it. Because if the company hires you in the future, you will directly determine the quality of the company's products. How can a person who doesn't know much about the problem but doesn't study hard reassure people?

Everyone has problems that he doesn't understand, so he should keep learning and acquire new knowledge. Tell the truth about the questions you don't understand, and then you can lead the topic to your familiar related fields or talk about your own views on the problems, or you can take the opportunity to show your learning ability, adaptability and expression ability. In short, you must be honest. Some involve very professional issues. If you really don't understand, just admit it frankly. Sometimes the examiner asks such questions just to verify your honesty. If you frankly admit that you don't understand, you just passed the examiner's evaluation of you in this respect. But the most important thing is to fully understand the enterprise you want to interview and be familiar with the technical problems you should know. This is the second taboo in the interview that we will talk about next.

Those who have not carefully prepared the interview questions, so that they don't fully understand the nature and content of the job they are applying for, and don't know what they should know, also mean that they lack a sense of responsibility in their future work. Lack of responsibility is also a taboo for technicians. The first requirement for technicians is rigor and seriousness. If you can't even do this and don't pay attention to your interview, why should the company want you? You must prepare the technical questions you should know in advance. If it has nothing to do with technology, you can consider using a certain diplomatic language to answer flexibly.

Suppose the candidate asks you, "What kind of work plan do you have if this position is given to you?" If you have very skilled relevant work experience and analysis of the situation in your unit, you may be able to name an ABC. Otherwise, you can answer: "I don't know the actual situation of this job now." If I randomly specify the plan, it may backfire. Only after taking over this position can I make a corresponding work plan according to the actual situation. " On the contrary, it will give recruiters the impression that you are a stable talent who is not empty talk but pays more attention to reality.

Detailed explanation of interview questions 2 1. Introduce yourself.

This is the opening remarks of the whole interview, depending on the requirements of the interviewer. According to the requirements, you can prepare several different versions of self-introduction to meet the requirements of different interviewers, such as 1-3 minutes of simple self-introduction, 5 minutes of self-introduction, 10 minutes of self-introduction.

Be sure to make preparations in advance, or you will be at a loss at the beginning of the interview, which will lead to the wrong answer to the following questions.

In addition to simple project introduction, general self-introduction includes the following information: name, education, personality, advantages, hobbies, experience, etc. The following are my usual self-introduction templates:

My name is xxX, and I am xX years old. I graduated from XX University with a major in XX. I am a typical product dog, with passion, strong learning ability and strong execution, and attach importance to teamwork; Currently working in a XX company, responsible for the planning of XX products for tens of millions of users. I have XX years of XX industry experience and am familiar with product planning related to PC, APP, H5 and WeChat service numbers, as well as product planning and project management from 0 to 1.

2. Which project or product do you think is the most successful and why?

First of all, this question examines two points:

The first question, what is a successful project or product, is answered from three aspects:

(1) What value does this project or product bring to users (user experience, service improvement, pain point solution)?

(2) What value has it brought to the company (how much profit has the product brought, how many users have been added, how much activity has been increased, etc.). ).

(3) What did you get in the project (the improvement of ability, the embodiment of value, and the problems solved).

The second point of investigation is the ability of project description, and whether the product manager can give a good reply to the project and clearly describe a complete project experience. The star rule mentioned in many articles here can be used to describe a project well, so I won't show it here. Product managers should learn to tell good stories so that interviewers don't feel bored.

3. What abilities do you think a product manager needs?

This question mainly examines the user's understanding of the product manager. In another form, it will ask, what kind of product manager do you think is a good product manager?

Referring to the ability and quality of interviewing product managers in the first module, the main answers include the following aspects: execution ability, communication and coordination ability, learning ability, logical thinking ability, creativity, empathy, analytical ability and management ability.

Each ability can be expanded, and it is best to combine the experience in the project with the daily work to confirm each other.

4. How to solve the project delay? How to avoid project delay?

This question examines the ability of communication and coordination and project promotion.

First, how to deal with the project extension?

(1) Know the situation: Know the reasons why you can't go online on time and how long it will take to go online;

(2) Inform the demander: determine the scope of influence, inform the demander and discuss the solution;

(3) Determine the solution: coordinate resources to solve overtime; Or cut off non-core functions to ensure online time.

Second, how to avoid project delays?

(1) Ensure the quality of product documents, avoid delays caused by changes in requirements, and do enough communication and review in the early stage;

(2) Evaluate the time reasonably, set the task milestones, make progress every day, and find the risk points in time;

(3) Establish an internal network space, and uniformly store all document resources for team members to share;

(4) Establish a project group by using instant chat tools and report the progress of the project every day; Establish a project mail group, and send an email to confirm after all changes are agreed;

(5) It is very important to formulate systems and standards and implement reward and punishment measures.

5. What app have you been using recently? Can you recommend one for me?

This topic mainly examines the product experience and thinking, logical thinking ability and sensitivity to new things.

This kind of problem is similar, please analyze a product and explain its advantages and disadvantages; What is your favorite application and why?

Interviewers don't want to hear about products such as WeChat, Weibo, QQ and Taobao. What I want to hear is a relatively niche product.

This question can be answered in the following two ways: See the author's last article for details. What's your favorite application? Answer with these two logics:

(1) Answer according to the scene and functional satisfaction of the APP, that is, why does this APP make you feel good, what functions it provides and what needs it meets;

(2) The five elements of user experience, namely, performance layer, framework layer, structure layer, scope layer and strategy layer, can reflect certain professionalism, but if you say so in the interview, you may feel that you are dressed too fastidiously and need to grasp it well.

6. What are the sources of demand for products? How do you prioritize these requirements?

Examine the ability of product demand management.

The first question, the source of product demand: user feedback, customer service feedback, user research interview, internal demand of other business parties, boss demand, competing product research demand and data monitoring demand;

The second question, how to prioritize requirements, can refer to KANO model to prioritize requirements. First of all, we need to classify the demand: basic demand, expected demand, excited demand, undifferentiated demand and reverse demand. Secondly, the priority is divided according to the requirements, and the division standard is based on user satisfaction (demand value) and implementation difficulty.

There is no difference between basic demand > excited demand > expected demand > demand, in which excited demand and expected demand need to be discussed according to specific circumstances.

(1) Basic needs: Basic needs that must be met. No user will be very dissatisfied and users will not be satisfied;

(2) Expected demand: with this demand, users will be satisfied, and without user satisfaction, it will decline;

(3) Excitement demand: If this demand exceeds the user's expectation and reaches the user's excitement level, then the satisfaction will be greatly improved, otherwise the user's satisfaction will not be reduced;

(4) Demand doesn't matter: or not, it won't affect the satisfaction of users, and users don't care; Reverse demand: minority demand will have a negative impact.

7. Tell me about the whole process of a product from the beginning to the launch?

This question examines the project management and the online ability from 0 to 1. It mainly includes the following links, each of which can be expanded:

Creative formation-market research-demand analysis-product planning-demand landing-development and testing-problem follow-up and solution-product acceptance-internal testing experience-release online-data tracking and feedback, user problem collection-iterative optimization.

8. Are you an audience or a speaker?

This question mainly examines the interviewer's personality.

In fact, for products, we should be both listeners (for users) and speakers (for insiders).

Listeners and speakers are not antagonistic or conflicting, but both need to communicate.

In the process of life and work, we should be both a good speaker and a sincere listener. For example, in the product process, you need to clearly express your needs. At this time, you need to be a speaker. If there is a problem in communication, or when you understand the user's demands, you need to be a listener.

9. How do you do data analysis?

It examines the ability of data analysis. Mainly from the following four dimensions to answer, combined with specific data analysis to elaborate:

(1) Define the purpose of data analysis;

(2) Determine the data analysis method to obtain the required data;

(3) data preprocessing and analysis;

(4) Output data analysis report and put forward corresponding suggestions.

10, how do you do user research?

The ability to investigate users' research and interviews can be analyzed from the following dimensions:

(1) Clarify the purpose of the survey and choose the survey methods: user interview (telephone, offline, round-table interview, WeChat) and questionnaire survey;

(2) determine the object of investigation, how to find the object you need to investigate, that is, what is the purpose of investigation, and find the object of investigation according to the purpose;

(3) Prepare research questions and outlines;

(4) Collect and analyze the survey results to form a survey report.

1 1. Why do users choose your product? What are the advantages of your products compared with other competitive products?

Investigate the analytical ability of competing products and their understanding of their own products.

First of all, you need to know what your competing products are in the market and list some main competitors; Secondly, it analyzes the main features of their products and their differences from other competing products (user experience, demand, scene, business model, etc.). ); Finally, the product characteristics and market development trend are summarized, and the development of the whole market is promoted to a higher level.

12, please estimate the monthly income of taxi drivers in Wuhan?

Examining users' logical thinking, analysis and psychological stress resistance, there are many derivative problems in this kind of problems. For example, how many gas stations are there in Beijing? Please estimate the number of 20 18 postgraduate students. Such problems are collectively called Fermi problems.

Generally, this problem requires two methods to verify the accuracy of the results. Here, I directly quote the answers of other excellent authors for your reference, the interview strategy of product managers, and the idea of estimating the answers to questions.

13. Why did you leave your job?

This question, whether it is a professional interview or an hr interview, will inevitably be asked in every interview. There are several reasons for this kind of problem: complex interpersonal relationship (indicating that your communication skills are not in place) and boss problem (indicating that your interpersonal relationship is not good and you can't cooperate with your boss).

It is suggested to answer from the following aspects:

(1) personal development choices, seeking greater platforms and opportunities;

(2) Come to Shenzhen because of love, such as a girlfriend in Shenzhen;

(3) For family reasons, I want to find a company close to home.

(4) The industry environment, such as Internet finance, has strict supervision and limited development, and wants to change the environment.

14. What is your career plan? Do you have any specific plans?

Mainly examine the planning ability and stability of the interviewer. Career planning can be answered from two dimensions: one is the time dimension and the other is the business dimension.

The time dimension can be said to be career planning within 3 years, 5 years and 10 years; For example, it reached the level of intermediate product manager in 3 years, reached the level of senior product manager in 5 years, and rose to management in 10.

The business dimension can be combined with industry factors from the direction of business learning and growth. For example, the business that is now in charge of financial management can be said to be in contact with the business of credit and fund insurance, and expand its business capabilities horizontally.