英語面試:最大的缺點(dian)是什么?

 

Worldwide Panel LLC, a small market-research firm, is getting flooded with resumes for four vacancies in sales and information technology.

However, officials expect to reject numerous applicants after asking them: 'What is your greatest weakness?' Candidates often respond 'with something that is not a weakness,' say Christopher Morrow, senior vice president of the Calabasas, Calif., concern. 'It is a deal breaker.'

The weakness question represents the most common and most stressful one posed during interviews. Yet in today's weak job market, the wrong answer weakens your chances of winning employment.

Some people offer replies they mistakenly assume that bosses love, such as 'I am a perfectionist.' That response 'will be used against you' because you appear incapable of delegating, warns Joshua Ehrlich, dean of a master's program in executive coaching sponsored by BeamPines Inc., a New York coaching firm and Middlesex University in London.

A careful game plan could help you cope with the shortcoming query in a way that highlights your fit for a desired position. Job seekers who field the question well demonstrate that they can 'take initiative and improve themselves,' Mr. Morrow says.

The key? Thorough preparation. Career specialists suggest you take stock of your weaknesses, focusing on job-related ones that won't impede your ability to perform your duties. Tony Santora, an executive vice president for Right Management, a major outplacement firm in Philadelphia, says an information-technology manager flubbed a 2007 interview by choosing a personal foible as his reply: 'My true weakness is that I am a terrible cook.'

Rehearse your responses aloud, role play with a friend or videotape yourself -- but don't memorize your words. As you review the video, look for aspects 'you would like to change so you can continue to get better as you practice,' says Peggy Klaus, a leadership coach in Berkeley, Calif.

The IT manager changed his tune after practice sessions with fellow job seekers and a counselor in Cincinnati for Right Management. He instead said he worked such long hours that he found it difficult to stay current with world events. So, he spent 30 minutes every evening catching up at home.

When the manager pursued an opportunity at a global drug maker, his revamped response 'really resonated with the interviewer,' says Mr. Santora. The manufacturer hired the man.

It's equally important that you consider an employer's corporate culture. While being interviewed by a start-up, 'you could say, 'My weakness is I get bored by routine,'' says Ben Dattner, a New York industrial psychologist.

Last month, an aspiring executive director of a nonprofit group in suburban San Francisco nearly jeopardized his selection because his reply to a variation of the weakness question ignored one of its core values, according to Ms. Klaus, a board member there. Near the end of his interview, she wondered whether he might have problems with any aspects of the job. 'No, I am confident I could do it all,' the prospect declared.

His flip comment dismayed Ms. Klaus, because she felt he lacked awareness of his weaknesses. She says his response raised doubts among board members that 'he would be able to take critical feedback,' an attribute the organization values highly.

Because the man was well-qualified, the board gave him a second interview -- and demanded a fuller explanation of his weak spots. He said he had been 'unprepared for that question and nervous about coming out with a big fatal flaw,' then described his tendency to make decisions too fast during workplace crises. Board members' doubts disappeared, and they picked him for the nonprofit's top job.

Ideally, your reply also should exclude the word 'weakness' and cover your corrective steps. Dubbing your greatest fault a 'window of opportunity' signals your improvement efforts should benefit the workplace, says Oscar Adler, a retired Maidenform Brands sales executive and author of the book, 'Sell Yourself in Any Interview.' For instance, he suggests, a salesman might note that he sold more after strengthening his facility with numbers.

When an interviewer pops this nerve-wracking query, your body language counts as well. The wrong nonverbal cues undercut your credibility. Certain candidates hunch over, glance furtively around the room or wring their sweaty palms. 'They sort of look like they're being asked a question they can't handle,' says Mr. Adler.

Maintaining eye contact, regular breathing and a broad smile impress employers that 'you're prepared for the weakness question,' says psychotherapist Pat Pearson, author of 'Stop Self-Sabotage!'

For the same reason, you seem thoughtful if you pause before responding. But don't wait too long. 'If you're going to take a minute,' Mr. Morrow cautions, 'I've just identified your weakness.'

小型市場研究公司Worldwide Panel LLC準備4名銷售和IT技術人員，結果收到了大量簡歷，

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不(bu)過，招聘(pin)人員(yuan)預計(ji)，在向(xiang)應聘(pin)者(zhe)發問“你最(zui)大的(de)缺點(dian)是(shi)什么？”之后，會有很多(duo)人被(bei)淘汰。Worldwide高級副(fu)總裁(cai)莫羅(Christopher Morrow)說，對這個問題，應聘(pin)者(zhe)的(de)回答往往并(bing)非缺點(dian)，他們因此過不(bu)了關。

“缺點”問題是求職面試中最常見也最讓(rang)人頭痛的(de)一個問題。而在眼下就業市場疲軟的(de)情況下，不恰(qia)當的(de)回答將降低你贏(ying)得工作的(de)機會(hui)。

一(yi)些(xie)應聘(pin)者會(hui)給出(chu)誤以為老板會(hui)喜歡的(de)答(da)案，比如，“我的(de)缺(que)點是過(guo)于追(zhui)求完美”。對此埃(ai)(ai)里奇(Joshua Ehrlich)提(ti)醒說，這個回答(da)會(hui)對你求職不(bu)利(li)，因為它顯得你似乎沒有(you)能力授權給他人(ren)。埃(ai)(ai)里奇是一(yi)個由(you)紐約(yue)職業培訓(xun)機(ji)構BeamPines Inc.和倫敦米德塞克斯(Middlesex University)合辦的(de)經理人(ren)班培訓(xun)項目的(de)負責人(ren)。

為對付這個問(wen)題(ti)(ti)，可事先精心設計好一個答案，以凸顯(xian)你適合所(suo)申請的這個職位(wei)。莫(mo)羅(luo)說(shuo)，出(chu)色回答這個問(wen)題(ti)(ti)的求職者(zhe)表現出(chu)他們能夠“主動(dong)(dong)行動(dong)(dong)，改善自己(ji)”。

關鍵(jian)在哪里？那就是(shi)充分的準備。職場(chang)專家建議，你可(ke)以整理(li)一下自己的缺點(dian)，挑出其中(zhong)跟工(gong)作(zuo)有(you)關、但(dan)又不(bu)會妨礙(ai)你行使工(gong)作(zuo)職責的方面。費城大型職業(ye)介(jie)紹機構Right Management執行副總(zong)裁桑特拉(Tony Santora)說，2007年(nian)一位IT經(jing)理(li)在參(can)加面試時(shi)，在有(you)關缺點(dian)的問題上敗(bai)下陣來(lai)：他的回答居然是(shi)，“我(wo)真(zhen)正(zheng)的缺點(dian)是(shi)，我(wo)的烹飪技(ji)術很糟糕。”

大聲朗讀答案，可(ke)以(yi)找朋(peng)友或自己用錄(lu)像來(lai)一番角色扮演。不過，不要背誦(song)自己的(de)(de)答案。加(jia)州培訓(xun)師(shi)克勞斯(Peggy Klaus)說，回頭(tou)看(kan)錄(lu)像的(de)(de)時候(hou)，找出(chu)你覺得可(ke)以(yi)改善的(de)(de)地方，這樣在練習時可(ke)以(yi)做(zuo)得更好。

那位IT經理在(zai)(zai)辛(xin)辛(xin)那提和(he)其他(ta)(ta)求職者及咨詢師一起參加Right Management的(de)訓(xun)練課程后改(gai)變了思路。他(ta)(ta)后來的(de)回(hui)答是，由于每天長(chang)時(shi)間忙于工(gong)作，他(ta)(ta)發現自己(ji)很難(nan)及時(shi)了解世界大事。因(yin)此，他(ta)(ta)每天晚上在(zai)(zai)家(jia)花(hua)30分鐘惡補這方面的(de)信息。

桑特拉說，當(dang)他后來在一(yi)家全球性制藥企業求職(zhi)時，他的(de)回答讓面(mian)試官很有(you)共鳴。這家公司最后雇用(yong)了他。

考慮目標(biao)公(gong)司的企業文化也(ye)同樣重(zhong)要。紐約(yue)心理學家(jia)達特納(na)(Ben Dattner)說，如果到(dao)一家(jia)初(chu)創公(gong)司面試(shi)，你可(ke)以說，“我的缺點是容易對日常(chang)的循規(gui)蹈矩(ju)感到(dao)厭煩”。

克勞斯(si)(si)說，上個(ge)(ge)月，舊金山郊區一(yi)家非營利組織的(de)一(yi)名熱情的(de)執行董(dong)事(shi)差一(yi)點兒(er)毀(hui)掉(diao)他的(de)機會，原(yuan)因是他在(zai)回答一(yi)個(ge)(ge)變相的(de)弱點問題時(shi)忽視了(le)這(zhe)家機構(gou)的(de)一(yi)項核心價(jia)值。克勞斯(si)(si)是這(zhe)家機構(gou)的(de)董(dong)事(shi)。面試快結束時(shi)，克勞斯(si)(si)想知道他對那個(ge)(ge)職位的(de)各個(ge)(ge)方面是否還有什么問題。“沒問題，我想我都能解(jie)決(jue)，”這(zhe)位求職者(zhe)回答到。

他這么(me)輕率(lv)的(de)回(hui)(hui)答讓克(ke)勞斯有點(dian)失望，因為(wei)她(ta)感覺他對自己的(de)缺點(dian)缺乏認識。她(ta)說(shuo)，他的(de)回(hui)(hui)答讓董事們懷疑他是否能聽取批評性(xing)意(yi)見，而(er)這家機構(gou)對這一點(dian)非常看重。

但(dan)因為(wei)這位申請(qing)人其他(ta)條件(jian)很好，董(dong)事會(hui)(hui)給了(le)他(ta)第(di)二次面試(shi)機會(hui)(hui)，并要求(qiu)他(ta)對自己的缺點作(zuo)更充分的說明(ming)。他(ta)說，他(ta)第(di)一次面試(shi)時(shi)“對那個問題毫(hao)無準備，擔(dan)心(xin)會(hui)(hui)說出(chu)什(shen)么大的致命(ming)缺陷，”隨(sui)后(hou)，他(ta)向面試(shi)官提到(dao)自己在(zai)工(gong)作(zuo)遇到(dao)危急關頭(tou)時(shi)，往往會(hui)(hui)過于倉促地做出(chu)決策。董(dong)事會(hui)(hui)的擔(dan)心(xin)消(xiao)除了(le)，最后(hou)安(an)排他(ta)擔(dan)任了(le)這家非營(ying)利機構的負責工(gong)作(zuo)。

理想的(de)(de)(de)情況是，你在(zai)回答中應盡量避免使(shi)(shi)用(yong)“缺(que)點”這樣(yang)的(de)(de)(de)詞(ci)，同時還(huan)可以提到改(gai)正措施(shi)。Maidenform Brands銷(xiao)售主管、《在(zai)面試中推(tui)銷(xiao)自己(ji)》(Sell Yourself in Any Interview)一書的(de)(de)(de)作(zuo)者阿德勒(Oscar Adler)說(shuo)，將你最大的(de)(de)(de)缺(que)點轉化為(wei)“機(ji)會之窗”，表(biao)明你的(de)(de)(de)改(gai)善措施(shi)將使(shi)(shi)工作(zuo)受(shou)益。比如他(ta)建議說(shuo)，銷(xiao)售人員(yuan)可以說(shuo)，在(zai)強化數學能力后，銷(xiao)售業績上(shang)升(sheng)了。

當(dang)面試(shi)官(guan)突然提出(chu)這(zhe)樣的(de)刁鉆問(wen)題(ti)時，你的(de)身(shen)體(ti)(ti)語(yu)言(yan)也能反映(ying)一些(xie)問(wen)題(ti)。不當(dang)的(de)肢體(ti)(ti)語(yu)言(yan)會(hui)削弱你的(de)可(ke)信度。某些(xie)求職者會(hui)蜷縮(suo)身(shen)體(ti)(ti)，茫然地瞟著房間四周，或是扭動出(chu)汗(han)的(de)手掌。阿德(de)勒說，他們(men)看起(qi)來就有點像遇到(dao)了他們(men)沒法(fa)對(dui)付的(de)問(wen)題(ti)。

心理學家(jia)皮爾(er)森(sen)(Pat Pearson)說，保(bao)持(chi)視線接觸、正常呼吸和明朗的微笑可以讓雇主(zhu)覺得(de)“你對(dui)有(you)關弱點的問題有(you)所準備”。皮爾(er)森(sen)著有(you)《停止自我(wo)摧毀》(Stop Self-Sabotage!)一(yi)書。

同理(li)，如(ru)果你回答(da)問題前稍作停(ting)頓會讓你看起來深思熟慮。不過不要時(shi)間過長(chang)。莫(mo)羅警告說(shuo)，如(ru)果你的停(ting)頓時(shi)間長(chang)達(da)一分(fen)鐘，那我已經能(neng)發現(xian)你的弱(ruo)點了(le)。

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