Wondershare EdrawMind
MindMap Gallery Minimalist interview mentality mind map
- 32
Minimalist interview mentality mind map
Competition in the workplace is fierce, and a successful interview is like a war. From before to during the interview to after the interview, you must make key moves to win! This book is based on the author's own successful management and development thinking, methods, and systems in the workplace, combined with more than 10 years of workplace experience in the Internet industry and nearly 2 years of coaching consulting experience. It reveals for the first time the techniques and methods for high-paid talents to successfully win interviews. Different from other books on the market, this book strives to use minimalist thinking to analyze the key actions in high-paying offer interviews. It will cover the seven dimensions of mentality, motivation, preparation, strategy, tactics, techniques, and questions and answers, from the perspective of high-paying offer interviews. , share with readers the practical experience and methods of interviewing.
Edited at 2023-11-08 20:10:09
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
Minimalist interview mentality mind map
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
central theme
Chapter One: Interview Mentality
1.1 It’s not a job search, it’s an investment
1.1.1 Your career is an investment
1.1.2 Invest time, energy and opportunities
Go to the interview with an investment mentality, which creates a new type of interview relationship: investment relationship
Time, energy and opportunity are investment chips
Past experience and work results are investment cases
Looking for new job opportunities means looking for new investment opportunities and pursuing more investment returns.
Analyze and judge job opportunities from an investment perspective
1.2 It’s easy to recruit people, but it’s hard to find people
1.2.1 Finding someone is a small probability event
80/20 rule
Find people: Use 80% of the power and resources to find the top 20% of talents, who will create 80% of the company's performance
Recruiting: Use 20% of the power and resources to find the remaining 80% of the people, who will create 20% of the company's performance
1.2.2 “Who you are” determines the game relationship
Buyer's market: The supply of goods exceeds demand, competition among sellers is fierce, and buyers are in an active position
Seller's market: The supply of goods exceeds demand, buyers are vying for the first place, and sellers are in an active position
In an open and normal talent market, if you are among the top 20% of talents in a certain field, then your product will be in short supply.
1.3 Say goodbye to employment and mutually beneficial cooperation
1.3.1 Uncertainty impacts traditional employment relationships
The relationship between employer and employee is already the most fragile relationship
At least three changes are impacting the employment relationship
1. The social and workplace environment and culture are more open
Transformed from technological elites and entrepreneurial heroes to the pursuit of "freedom, diversity, and interest first"
2. New economic structure is taking shape
3. Consumption concepts are changing
Material consumption for the purpose of possession→Spiritual consumption for the purpose of experience and interaction
I work for myself and create value for my customers, not for the company.
1.3.2 Establish mutually beneficial and cooperative workplace relationships
"Hello, how can I help you?"
First, this new type of workplace relationship is altruistic and mutually helpful.
Everyone in the workplace is both a devotee and an enjoyer
The traditional employment relationship places more emphasis on the manager getting paid to work, and the manager paying the worker.
Second, this new type of workplace relationship is equal and connected.
Abandon small positions and small interests and instead think about how to promote collaboration and obtain results.
Third, this new type of workplace relationship is trusting and open
Chapter 2: Interview Motivation
2.1 Motivation for participating in the interview
2.1.1 Why do you want to attend the interview?
2.1.2 Find your own interview motivations
Human behavior is governed by motivation, which is caused by needs. Not all needs can become motivations. Only when needs point to a certain goal and show the possibility of achieving the goal, needs can form motivations and have an impact on behavior. Promoting
How to find your own motivation for interviewing
1. Figure out what you need for the interview
Onboarding
Economic independence
Large platform to study the laws of social operation
Business opportunities, business preparation
More room for career growth?
Salary increase?
2. Find out among these needs the ones that will ultimately help you achieve your goals
2.2 If your motives are not pure, why bother pretending to be pure?
2.2.1 Why interview motivation is important
Values largely determine whether you can be hired, and interview motivation is a particularly important point in judging values.
Why do interviewers care so much about candidates’ interview motivations?
First, in the investment relationship, the company knows that the candidate’s motivation for interview has a great influence on the success of the investment.
Second, because birds of a feather flock together and people flock together, find similar people to build a good workplace atmosphere and environment.
Even if you lie, the interviewer will find various ways to find out your true motivations. Even if you muddle through, your true motivations will gradually be revealed in your future work. Once it is determined that there is a problem with your values, the consequences will be serious.
2.2.2 Common interview motivations
success motivation
Whether you value success or failure, have a strong enterprising spirit, find ways to solve problems, and are willing to set challenging goals
power motive
Do you have a strong desire to dominate? Are you willing to take the risks and responsibilities of leadership? Do you want to lead, manage, and motivate members?
affiliation motivation
Do you like to get along with others, do you like to cooperate with others rather than compete, and are you willing to spend time maintaining friendly relationships?
vitality motivation
Do you like to work at a fast pace, do you like to be involved in many hours and stay energetic and busy?
2.3 Purpose after interview motivation
2.3.1 The purpose of the interview comes after motivation
First there is the motivation to participate in the interview, then there is the purpose of the interview
Interview motivation is abstract, interview purpose is specific
The motivation for the interview is stable, and the purpose of the interview is diverse.
Motives are common as mentioned above
2.3.2 Interview purposes are complex and diverse
Career needs
career improvement
career transition
In essence, the purpose of every interview is inseparable from Qian Quanming
Chapter 3: Interview preparation
3.1 Preparing for the interview starts with yourself
3.1.1 Common Misunderstandings in Interview Preparation
Limitations
Preparing for Interview Questions
Prepare to learn about the company you are interviewing for
Prepare for business interviews with companies you are interviewing for
All of the above ignore what you like, are suitable for, and are good at doing.
3.1.2 Search inward and prepare optimally
The three most typical questions for searching within
have what?
What do you want?
What price are you willing to pay?
3.1.3 Find a career that you “like, are good at and are suitable for”
First find those things you really enjoy
Being willing to persist in doing things even when there is no reward or the reward ratio is unequal.
There is an almost instinctive drive to gradually reveal one's own advantages and characteristics, leaving others behind.
Example
video clip
Relationship Coordination Individual Research
Debate
The second thing is to find those things that you are really good at doing
Things that are easy and often done for you
path dependency
The last thing is to find those things that you are really suited to do
Those things that you are relatively satisfied with, exist within your comfort zone, and the outside world is also relatively satisfied with.
3.2 Understand the company like a business intelligence expert
3.2.1 Smart people and stupid people
smart people
Did not really know and understand the company's business products and values during the interview, but were attracted by other factors
If you encounter advantages, you will seize them; if you encounter big pitfalls, you will avoid them.
Stupid Kung Fu
Comprehensive understanding of the company's business
delayed gratification
3.2.2 How do business intelligence experts obtain intelligence?
Two typical thinking in information science
Lateral thinking
Divergent thinking, many ideas, and wide and comprehensive coverage
vertical thinking
Rigorous and meticulous thinking, interlocking
Some specific methods in information science
social survey method
Content Analysis
comparative analysis
3.2.3 Judgment of a company’s quality from those aspects
First, the company’s social value
What social services are provided?
What social problems are solved?
Social Responsibility
Second, the company’s commercial value
Three questions about making money
Business Model: How a company starts making money
Business advantages: How can a company make money stably?
Business Threshold: How a company can continue to make money
Third, the company’s human value
3.3 Look at an industry from an investment perspective
3.3.1 Look at the industry based on three roles
investor role
Investors' investment projects allow a large proportion of investment failures, while investment success is a small probability event.
Looking at the present from the future
Industry expert role
Stand now and look at the present
Historian role
Standing in the past and looking at the future
3.3.2 Case
3.3.3 How to choose a good track
Three core points
1. What stage of development is the industry at?
Rapid development period & eve of outbreak
Stable period & mature period
2. What is the competitive landscape of the industry?
Domination, duopoly, highly fragmented
3. The overall market size of the industry and the market growth rate
3.4 Conduct a thorough examination for the positions you are interested in
3.4.1 Some facts about positions
Fact 1: Many job descriptions are copied from the Internet and do not fully conform to the company’s actual situation.
Fact 2: Many positions are not necessarily for recruiting people to work, but may also be used to balance struggles and games.
You were recruited and found that the position was filled, but the boss was dissatisfied with the status quo, so he hired you to replace him through internal competition by increasing the manpower.
Some long-term recruitment information is just disguised advertising for the company.
Fact Three: In many positions, there are some small preferences but they are never stated clearly.
Candidates for androgynous traits
Male candidates have feminine traits such as carefulness and attention to details.
Female candidates have masculine characteristics such as bravery and strategy
3.4.2 The intrinsic value and denotative value of the position
intrinsic value
The core positioning and core values of my job
extended value
The part that extends outward based on the job and core positioning
3.4.3 Expectations, organizational structure and industry influence radius
3.5 Prepare several resumes
Chapter 4: Interview Strategies
4.1 Overall strategy: sincere communication
4.1.1 What happens if you are not sincere?
If you are found to have committed serious fraud, you will be blacklisted for interviews.
4.1.2 Sincerity and packaging are not inconsistent
Sincerity is the premise and bottom line
Sincerity is the majority of the state, packaging is a small part of the state
4.1.3 Find the interview flow state
Be honest with yourself and be sincere with others
4.2 Content Strategy: Start with review and end with details
4.2.1 Good content can only be found through review
The review involves three aspects
career experience
stage motivation
Development characteristics
4.2.2 Only details are credible
Why do interviewers keep asking for details?
1. Interviews are in-depth exchanges and communication with a purpose
2. Gain an in-depth understanding of how a person thinks and determine their professional traits, style, values, etc.
4.3 Rhythm Strategy: Keep looking for the biggest intersection of cooperation
4.3.1 The process is in the light, the rhythm is in the dark
Specific interview process of major manufacturers
Resume screening→telephone interview→offline interview (one interview and two interviews)→final interview→salary negotiation, grading, background transfer, etc.
4.3.2 Interview Rhythm: The Biggest Intersection of Cooperation
Interview Quintet
Duo: Resume Screening
Don't jump to conclusions easily
It’s more about job mismatch than ability
Duo: Contact with front-line employees in the business
The fundamental reason for ending this round is that the candidates did not demonstrate their strengths and value in the business.
Trio: direct leadership judgment
Candidates are judged from many aspects such as management, team, profession, skills, etc.
Quartet: Departmental Employment Decisions
Department leaders began to show their ability to recognize and monitor people, as well as their preference for employing and educating people.
Quintet: HR intervention in execution
incomplete statistical model
Suppose a certain position receives 1,000 resumes
Passed the preliminary screening of 500 resumes
200 resumes that passed the second screen of resumes
20 copies worth getting in touch with front-line employees
That is, the elimination rate in the first round and the second round is 80% and 90%
In the end, the candidates with the greatest cooperation overlap are selected.
4.4 Interaction Strategy: Take Care of Your Interviewer
4.4.1 Why is interaction strategy needed?
The interviewer may be HR or a colleague of the department with whom you will often interact in the future. The interviewer’s professional background, work style, and personality characteristics will inevitably affect the interview criteria.
Why do you suddenly ask for another meeting after three meetings?
1. The interviewer wants to get a feel for the candidate's suitability through repeated interviews.
2. There is a small chance that I want to make a judgment based on some specific characteristics of the applicant.
3. Strategy: Take it easy overall and don’t give too many extended answers to the interviewer’s questions.
Extreme situations that candidates need to avoid
1. Answer whatever the interviewer asks, don't ask and don't talk
Apply mechanically
torment
2. No matter what the interviewer asks about the candidate, it’s like he’s endorsing him
3. You cannot completely relax and show your true self in front of the interviewer.
It’s hard to get into flow
It is difficult to convince the interviewer to firmly believe in you and choose you
4.4.2 Please take good care of your interviewer
Incentive interaction strategy
Candidates conducting interviews proactively engage in high-quality interactions with the interviewer in terms of language, emotion, information, etc., to stimulate the interviewer's interest and enthusiasm for participation.
Leave some suspense in the self-introduction stage
Stimulate the interviewer's interest and attract their continued attention
Follow-up interaction strategy
Follow the interviewer’s focus and interview topics to flow and shift
If you follow too much, you will be easily led away.
Feel the candidates’ cooperative spirit and skills
Challenging interactive strategies
Front-line interviewers and business departments attach great importance to candidates’ thinking, accumulation and accumulation of business.
The interviewer shared his views and opinions on industry hot topics, but the candidate held completely different views and opinions and explained his analysis and thinking with reason and evidence, without loopholes.
Maximize the depth and quality of interview communication
4.5 Game Strategy: The game is all clouds in the face of absolute power
4.5.1 Five-point game in interview scenario
1. Who are you
2. Why did you come here for an interview?
3. What professional skills and abilities do you have?
4. What unique advantages do you have over other candidates?
5. Can we satisfy your pursuit?
4.5.2 In the face of absolute power, any game is just a cloud.
Chapter 5: Interview Tactics
5.1 Resume planning, not production
5.1.1 What you understand about resumes may be wrong
General classification of resumes
1. Essay description
Thousands of words eloquently
2. record description
Write a life story honestly
3. Report description
Organized and logical, with lots of professional vocabulary and industry-specific content
5.1.2 The biggest role of resume: attracting attention
What is attention-grabbing from a KP perspective?
1. You stand out from hundreds of resumes during the initial screening
2. Select resumes and interviews to make HR and business leaders unforgettable
3. When the boss or decision-maker makes the decision, among the two or three resumes, your resume has the highest open rate and the longest retention time.
5.1.3 Plan a resume with a good story·
3 conditions for a good story resume
1. Clear career development context and main story line
2. Set agenda and main logic
Serve as topic introduction and topic direction
What problems were faced, what strategies and methods were adopted, how were the solutions, and finally summed up the experiences and lessons learned?
3. What kind of professional person are you? The theme of the story
5.2 Managing impression: forming a distinct personal brand impression
5.2.1 Interviewers trust their own judgment more
Avoid contrast during the interview
5.2.2 Subtly influence the interviewer
The benefits of submitting your resume on Sunday night
1. Resumes have the highest probability of being opened
2. Resumes can be treated by HR with more time and a more relaxed attitude
5.2.3 Master: Distinctive personal brand
5.3 Effective competition: You don’t have to outrun the bear, just outrun your opponent.
5.3.1 Job competition starts with the interview
5.3.2 Outperform your opponents in symmetrical competition
Able to grasp the opponent’s information conditions and basic situation
5.3.3 In asymmetric competition, look at the degree of matching
Always focus on the needs and understanding of talent in core business to amplify its own advantages
5.4 Strive for high salary: Concentric circle salary negotiation method
5.4.1 Frequently Asked Questions in Salary Negotiation
Cognitive
Misconceptions about salary negotiation itself
I think it’s useless to talk about it, and I’m embarrassed to talk about it.
Information
Know what to talk about but there is an information gap
Do you know where this salary package comes from, how it is designed, and what is the most important reference system?
Method class
5.4.2 When negotiating salary, you must “have the big picture in mind”
5.4.3 Original concentric circle salary negotiation method
The innermost circle - the bottom line for changing jobs and increasing salary, must be adhered to
A reasonable increase of 10-20% for normal job changes
A circle in the middle - the expectation of job-hopping and salary increase, take the initiative to fight for it
The outermost circle - gifts for job-hopping and salary increases, the more the merrier
For example, a new company has employee stocks
5.5 Career planning: The career planning you have heard may be nonsense
5.5.1 My third version of career plan
Edition
Industry
at the post
Professionally
Second edition
On mission
value
on the way
5.5.2 Challenges faced by career planning and related design principles
1. Concentration
Focus on one or two core things for a while
2. Ductility
The achievements, experience and gains at one stage can best serve as a springboard for the next stage.
3. unity
inner unity
Career stages, career goals, career advantages, career rhythm...
external unity
Life planning, family planning, financial planning...
Chapter Six: Interview Skills
6.1 Tip 1: Don’t always think of yourself as a candidate, please think of yourself as a regular employee
"Hello interviewer, I am xzy, the future workplace partner of xxx company, and I hope to communicate more with you."
The company’s future workplace partner role suggests itself
?
6.2 Tip 2: Talk more or listen more? Do you talk more about the past or the future?
6.3 How to get nervous during an interview
6.4 Less common but useful job-hopping channels
Zhaopin Recruitment
A worry-free future
Referral
official channels
professionals
6.5 Three college paths to successfully change jobs
6.6 Eating is also a kind of interview?
Have a private dinner date? informal interview
6.7 How to judge your performance in the interview?
How did you perform?
How did you impress the interviewer?
What is the quality of the interaction between the two parties?
It is recommended to replay after recording the entire process
6.8 Three reasons why interviews are always one round
6.9 Interview time, clothing, gender factors
In the early stage, you will be the main focus, and in the later stage, the interviewer will be the main focus.
In the later stage, as the interviewer level increases and the decision-making influence is greatest, their time becomes more valuable.
Dressing for a formal interview depends on the occasion, and for an informal interview depends on your personality.
In terms of gender, make full use of opposite-sex attraction and practice same-sex repulsion.
Male candidate Female interviewer
Female interviewers pay more attention to feelings and details
Female candidate Male interviewer
Male interviewers pay more attention to strategies and results
Masters are all androgynous
6.10 Make full use of various strengths to help you succeed in interviews
Chapter Seven: Interview Questions and Answers
7.1 Interviewer question 1: What kind of person do you think you are?
Test your self-awareness and your potential to cooperate with the company
self-awareness
career planning
Start a business
Professional positioning
Possibility of company cooperation
Expand the intersection based on the collected company information and your own career plans.
7.2 Can you share two classic cases from your work?
Use logical framework method to explain
What is the background of the project?
What conflicts and challenges are faced?
What strategies and methods need to be adopted to achieve the goal
How effective are strategies and methods?
Experience summary sharing
7.3 Why do you think you are worth the money?
Congratulations
Professionally, there are no problems, and there is a high probability of passing the test.
Meet a leader who is willing to discuss core interests with you
Three angle preparation
career value preparation
Clearly present your core skills, professional advantages, business strengths and other professional value elements
Talent value preparation
Put yourself in the talent market and look at the market conditions and prices of similar types of talents.
market value preparation
Evaluate your own market value from the perspective of personal branding and brand operations
For example, is there a brand premium or brand scarcity?
7.4 How to get through tough times?
It is the decisions and measures taken in those difficult moments that make a working person what he is today.
Answer in two parts
Part One - The Hard Moments of Defining Yourself
The preferred points of conflict, pressure and pain encountered in the workplace
Major changes in life, financial crisis, etc.
Part 2 - Share how you get through tough times
Use the method of in-depth review at work
In daily life, use the method of moving and being still while reading.
7.5 I don’t have any questions, do you?
We really communicated well and understood each other very well and had good judgment, so we ended it quickly.
Sincerely thank the interviewer from the bottom of your heart for arranging your interview
Next interview time
If you have a good chat, you can take the initiative to add WeChat or make an appointment for dinner according to the time.
If there are indeed some problems or interfering factors, then raise them very clearly and communicate in depth.
Learn more about future leaders’ work styles, career backgrounds, personality traits, etc.
7.6 What are the company’s strategy and strategic objectives?
Used to know how closely the role being contacted is related to the company’s core interests.
Take an overall look at what the company is doing and where it is going.
7.7 How does the company spend its life and death moments?
If you are willing to talk, you will cherish the company. Its values are often positive.
7.8 What is the company’s management style, interpersonal relationships, etc.
7.9 What are your personal expectations and suggestions for me?
7.10 What are the specific KPIs or OKRs after I come in?