The original article can be found in the near future.
难得YODA肯开金口给出那么多宝贵建议啊
up up up
learning by heart......
thanks to yoda
thanks to yoda
fantastic, thanks very much.
up
where can i find the original article. thx
| QUOTE (milin @ 18 Mar 2006, 23:27) |
| where can i find the original article. thx |
keep your eyes open, and then you might find it.
got it!
thx blue's mention.
thx blue's mention.
| QUOTE (milin @ 19 Mar 2006, 14:27) |
| got it! thx blue's mention. |
i have found it.
| QUOTE (darkblue @ 19 Mar 2006, 14:48) | ||
i have found it. |
sorry, darkblue. I should give full name here.
thx darkblue.
| QUOTE (milin @ 19 Mar 2006, 20:14) | ||||
sorry, darkblue. I should give full name here. thx darkblue. |
| QUOTE (yoda @ 2 Mar 2006, 21:40) |
| The original article can be found in the near future. |
can anybody share the original article with me.
| QUOTE (cc9hwa @ 20 Mar 2006, 9:30) | ||
can anybody share the original article with me. |
if you keep your eyes open, you will see it.
？
| QUOTE (xiaoyu @ 21 Mar 2006, 10:19) |
| ？ |
good question.
Article.
| QUOTE (alfredo @ 22 Mar 2006, 23:13) |
| When you get the call/email asking you to go for the 2nd round of assessment centre, what is your reaction - a sense of joy followed by almost immediate dread and nervousness perhaps? The reality is, there is no need - if you tackle the half-day or whole-day of sessions sensibly at the company that you would like to work for. The first step is to come to realise the purpose of the recruitment centre. The sessions are not attempts to humiliate you, putting you under impossible situations or to destroy your confidence - unless you let yourself be. What is the real aim of these sessions? The simple and obvious answer is to recruit the right candidates for the graduate positions. There is more to it than that, of course. The sessions are there to create, in imitation or in abstract form, the real life scenarios that take place in the company in everyday work. You are placed in these scenarios for the recruiters to observe and analyse how well you fit in those situations. The 'fit' includes a number of variables. To be successful in the sessions, you need to know these variables and realise what are considered good performances. Remember, good performance is not the same as fake performance. It is important to adjust your behaviour naturally, and not suddenly just for the assessment. For the variables, please consider the following. 1. Getting the job done. It is important to know the importance of delivery. However well or badly you have done, if incomplete it is no good for anyone. If you are asked to delivery something in the time given, you must take the responsibility to make the deadline. This is usually easier as an individual, but you must share the responsibility in a group as well. 2. Be a part of the team. Remember to contribute in a positive manner. How a person contributes depends on his/her skill set, personality and the task at hand. What is important in an assessment centre is that you make your contribution visible and valuable. It is the quality and not the quantity. 3. Show leadership potential. This is NOT telling everyone what do, but knowing when to get everyone moving in the right direction to the common goal. One example would be to remind everyone that time is running out, when everyone is dwelling on a small piece detail but forgetting the big picture. 4. Show appreciation of others' contribution and acknowledge others' ideas. In solving a problem, there are always many solutions. Your solution may be the best one, but you should the capacity to let others state their suggestions. In real projects, no one is able to come to best or full solution on their own. Usually a solution takes many iterations of analysis to arrive at. 5. Be like a professional. Calm, relaxed yet committed attitude is a balance you need to find when presenting yourself in front the recruiters. The dress-code is a small part of this, but do not spend hours trying to figure out what to wear. Clean, smart and appropriate are all you need. 6. Know the stages of solving a problem. Previously hinted at point 4, no one is able to arrive at the solution immediately. Unfortunately the sessions are usually much shorter than real life scenarios, so you need to be careful about this one with consideration of point 1. 6a) Understanding and clarification of the task at hand. It's important that you, and the rest of the team, all understand clearly what has been asked. Where appropriate, you will need to clarify with the recruiter who is giving you the task. 6b) Exploring options - fairly obvious. 6c) Analysing options - sometimes done at the same time as , but not always. 6d) Deciding on a solution - time is a factor here, so do not dwell on small details or persist in arguments. Present your opinion precisely and concisely, and concede when it is clearly for the good of the team. 6e) Presenting the solution - one person should be selected for the purpose of this. If it is you, then make sure that you think clearly before you speak. Speak with a clear voice and not too fast. Finally, remember it's not the end of world if you are not selected. |
我也赶紧再来QUOTE一下哈哈
| QUOTE (miumiu @ 22 Mar 2006, 23:17) |
| 我也赶紧再来QUOTE一下哈哈 |
当初忘记quote而没有抓住yoda同志，是不是特郁闷
楼上的真懂我
当时就下定决心等他再次出场就决不“放过”
当时就下定决心等他再次出场就决不“放过”
haha~
| QUOTE (alfredo @ 22 Mar 2006, 23:13) |
| Finally, remember it's not the end of world if you are not selected. |
哈哈，
i like this so much....
quote他是因为。。。？会自己删掉？
| QUOTE (yoda @ 4 Apr 2006, 23:38) | ||
What do you think? |
我少跟筋的
楼主的帖子呢，想学习，可是看不到。
看到过这个，还不错吧！！
Why We Use Case Studies
Your abilities in dealing creatively with complex or ambiguous problems in unfamiliar businesses, in structuring your thinking, and in reaching sensible conclusions with the available facts in a short time are critical to being a successful consultant.
Since no particular background or set of qualifications necessarily prepares you to do this, we've come to rely upon the case study as an integral part of our interview process. The case study gives us an opportunity to see how you think about problems and whether you can reach a well-supported conclusion. It also gives us an opportunity to gauge your sense of prioritization and judgment within a business context.
From your side, the case study should give you a real insight into the type of work that our firm does. If you enjoy the case discussion with your interviewer, it's likely that you will enjoy working at our firm.
How You Should Approach the Problem
The cases you discuss in each of your interviews will be different. Generally, they are based on the interviewer's professional experiences and will usually describe situations with which you are not familiar. For example, your cases might focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner.
In addressing the case, it is important that you take a logical, well-structured approach and reach a reasoned conclusion. At a minimum, you should be sure that you:
Understand the underlying problem and the question. Ask for clarification on points that you feel are unclear.
Break the problem down into a logical structure and describe your overall approach. There may be several issues to be addressed in order to reach a conclusion. Don't dive into these issues before describing your overall approach.
Address the issues one at a time. Focus on the most important issues first. Your interviewer will guide you on which issues to focus on, and they will also be reasonable in their expectations of what issues can be covered in the time allotted.
Address important issues, not just ones you feel comfortable with. Candidates often focus too much on their own area of expertise rather than the important issues (for example, accountants focusing on the financial aspects of new product development without mentioning customers). Follow your interviewer's guidance here.
Perform the important analyses. There may be important calculations or analyses to do in order to reach your conclusions. Follow your interviewer's guidance on these, and do them as best you can. Remember, your interviewer is there to help, so be sure to ask for assistance if you need it.
Test your emerging hypotheses. Keep coming back to check that you are addressing the question you were asked.
Request additional information. As you build an understanding of the problem, there may be more information that you need.
Reach a conclusion. Synthesize your thoughts concisely and develop a recommendation. Don't just summarize what you have discussed. Think about what the actionable next steps are, and which ones are the most important
Why We Use Case Studies
Your abilities in dealing creatively with complex or ambiguous problems in unfamiliar businesses, in structuring your thinking, and in reaching sensible conclusions with the available facts in a short time are critical to being a successful consultant.
Since no particular background or set of qualifications necessarily prepares you to do this, we've come to rely upon the case study as an integral part of our interview process. The case study gives us an opportunity to see how you think about problems and whether you can reach a well-supported conclusion. It also gives us an opportunity to gauge your sense of prioritization and judgment within a business context.
From your side, the case study should give you a real insight into the type of work that our firm does. If you enjoy the case discussion with your interviewer, it's likely that you will enjoy working at our firm.
How You Should Approach the Problem
The cases you discuss in each of your interviews will be different. Generally, they are based on the interviewer's professional experiences and will usually describe situations with which you are not familiar. For example, your cases might focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner.
In addressing the case, it is important that you take a logical, well-structured approach and reach a reasoned conclusion. At a minimum, you should be sure that you:
Understand the underlying problem and the question. Ask for clarification on points that you feel are unclear.
Break the problem down into a logical structure and describe your overall approach. There may be several issues to be addressed in order to reach a conclusion. Don't dive into these issues before describing your overall approach.
Address the issues one at a time. Focus on the most important issues first. Your interviewer will guide you on which issues to focus on, and they will also be reasonable in their expectations of what issues can be covered in the time allotted.
Address important issues, not just ones you feel comfortable with. Candidates often focus too much on their own area of expertise rather than the important issues (for example, accountants focusing on the financial aspects of new product development without mentioning customers). Follow your interviewer's guidance here.
Perform the important analyses. There may be important calculations or analyses to do in order to reach your conclusions. Follow your interviewer's guidance on these, and do them as best you can. Remember, your interviewer is there to help, so be sure to ask for assistance if you need it.
Test your emerging hypotheses. Keep coming back to check that you are addressing the question you were asked.
Request additional information. As you build an understanding of the problem, there may be more information that you need.
Reach a conclusion. Synthesize your thoughts concisely and develop a recommendation. Don't just summarize what you have discussed. Think about what the actionable next steps are, and which ones are the most important
| QUOTE (cara @ 18 Apr 2006, 23:21) |
| 看到过这个，还不错吧！！ Why We Use Case Studies Your abilities in dealing creatively with complex or ambiguous problems in unfamiliar businesses, in structuring your thinking, and in reaching sensible conclusions with the available facts in a short time are critical to being a successful consultant. Since no particular background or set of qualifications necessarily prepares you to do this, we've come to rely upon the case study as an integral part of our interview process. The case study gives us an opportunity to see how you think about problems and whether you can reach a well-supported conclusion. It also gives us an opportunity to gauge your sense of prioritization and judgment within a business context. From your side, the case study should give you a real insight into the type of work that our firm does. If you enjoy the case discussion with your interviewer, it's likely that you will enjoy working at our firm. How You Should Approach the Problem The cases you discuss in each of your interviews will be different. Generally, they are based on the interviewer's professional experiences and will usually describe situations with which you are not familiar. For example, your cases might focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner. In addressing the case, it is important that you take a logical, well-structured approach and reach a reasoned conclusion. At a minimum, you should be sure that you: Understand the underlying problem and the question. Ask for clarification on points that you feel are unclear. Break the problem down into a logical structure and describe your overall approach. There may be several issues to be addressed in order to reach a conclusion. Don't dive into these issues before describing your overall approach. Address the issues one at a time. Focus on the most important issues first. Your interviewer will guide you on which issues to focus on, and they will also be reasonable in their expectations of what issues can be covered in the time allotted. Address important issues, not just ones you feel comfortable with. Candidates often focus too much on their own area of expertise rather than the important issues (for example, accountants focusing on the financial aspects of new product development without mentioning customers). Follow your interviewer's guidance here. Perform the important analyses. There may be important calculations or analyses to do in order to reach your conclusions. Follow your interviewer's guidance on these, and do them as best you can. Remember, your interviewer is there to help, so be sure to ask for assistance if you need it. Test your emerging hypotheses. Keep coming back to check that you are addressing the question you were asked. Request additional information. As you build an understanding of the problem, there may be more information that you need. Reach a conclusion. Synthesize your thoughts concisely and develop a recommendation. Don't just summarize what you have discussed. Think about what the actionable next steps are, and which ones are the most important |
it's common courtesy to acknowledge the origin of your posted article
| QUOTE (miumiu @ 23 Mar 2006, 1:23) |
| 楼上的真懂我 当时就下定决心等他再次出场就决不“放过” |
How does one prove the originality of an article?
Article, take 2.
The updated article.
Courtesy of the author - me.
Courtesy of the author - me.
Any corrections welcome.
| QUOTE (alfredo @ 24 Apr 2006, 22:36) |
| When you get the call/email asking you to go for the 2nd round of assessment centre, what is your reaction - a sense of joy followed by almost immediate dread and nervousness perhaps? The reality is, there is no need for any of the above - if you tackle the half-day or whole-day of sessions sensibly at the company that you would like to work for. The first step is to come to realise the purpose of the recruitment centre. The sessions are not attempts to humiliate you, to put you under impossible situations or to destroy your confidence - unless you let yourself be. What is the real aim of these sessions? The simple and obvious answer is to recruit the right candidates for the graduate positions. There is more to it than that, of course. The sessions are there to create, in imitation or in abstract form, the real life scenarios that take place in the company in everyday work. You are placed in these scenarios for the recruiters to observe and analyse how well you fit in those situations. The 'fit' includes a number of variables. To be successful in the sessions, you need to know these variables and realise what are considered good performances. Remember, a good performance is not the same as a fake performance. It is important to adjust your behaviour naturally and gradually, and not suddenly just for the assessment. For the variables, please consider the following. 1. Getting the job done. It is important to know the importance of delivery. However well or badly you have done, if incomplete, it is no good for anyone. If you are asked to deliver something in the time given, you must take the responsibility to make the deadline. This is usually easier as an individual, but you must share the responsibility in a group as well. 2. Be a part of the team. Remember to contribute in a positive manner. What and how a person contributes depends partly on his/her skill set, personality and the task at hand. What is important in an assessment centre is that you make your contribution visible and valuable. It is the quality and not the quantity. 3. Show leadership potential. This is NOT telling everyone what do, but knowing when to get everyone moving in the right direction towards the common goal. One example would be to remind everyone that time is running out, when everyone is dwelling on a small piece of detail but forgetting the big picture. 4. Show appreciation of others' contribution and acknowledge others' ideas. In solving a problem, there are always many solutions. Your solution may be the best one, but you should have the capacity to let others state their suggestions. In real projects, no one is able to come to best or full solution on their own. Usually a solution takes many iterations of analysis, by many people, to arrive at. 5. Be like a professional. Calm, relaxed yet committed attitude is a balance you need to find when presenting yourself in front the recruiters. The dress-code is a small part of this, but do not spend hours trying to figure out what to wear. Clean, smart and appropriate are all you need. 6. Know the stages of solving a problem. Previously hinted at point 4, no one is able to arrive at the solution immediately. Unfortunately the sessions are usually much shorter than real life scenarios, so you need to be careful about this one with consideration of point 1. 6a) Understanding and clarifying the task at hand. It's important that you, and the rest of the team, all understand clearly what has been asked. Where appropriate, you will need to clarify with the recruiter who is giving you the task. 6b) Exploring options - fairly obvious. 6c) Analysing options - sometimes done at the same time as part b, but not always. 6d) Deciding on a solution - time is a factor here, so do not dwell on small details or persist in arguments. Present your opinion precisely and concisely, and concede when it is clearly for the good of the team. 6e) Presenting the solution - one person should be selected for the purpose of this. If it is you, then make sure that you think clearly before you speak. Speak with a clear voice and not too fast. Finally, remember it's not the end of world if you are not selected. |
谢谢作者alfredo的贡献
| QUOTE (miumiu @ 26 Apr 2006, 21:23) |
| 谢谢作者alfredo的贡献 |
is that necessary?
Has anybody started the application process for the new milkround yet (2006 - 2007)?
引用(yoda @ 2 Mar 2006, 21:40) 
The original article can be found in the near future.
Where is it????
引用(huruyi @ 1 Aug 2006, 11:43)
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
Where is it????
Have you read through the thread?
？
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
依然百思不得其解, 急死我了...
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
依然百思不得其解, 怎么才能看到啊, 急死我了...
引用(nemonemo @ 24 Sep 2007, 13:30)
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
依然百思不得其解, 怎么才能看到啊, 急死我了...
You are looking but not seeing.
The article is there - everyone else can see it, why can not you?
引用(yoda @ 24 Sep 2007, 13:04)
引用(nemonemo @ 24 Sep 2007, 13:30)
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
依然百思不得其解, 怎么才能看到啊, 急死我了...
You are looking but not seeing.
The article is there - everyone else can see it, why can not you?
这个回复禅宗味道十足
. 我头皮已被抓破, 脑壳即将挠碎, 仍然没有找到正解. 这位兄台劳烦高抬贵手让我活着看到帖子吧.....
引用(yoda @ 24 Sep 2007, 14:04)
引用(nemonemo @ 24 Sep 2007, 13:30)
引用(yoda @ 2 Mar 2006, 21:40)
The original article can be found in the near future.
依然百思不得其解, 怎么才能看到啊, 急死我了...
You are looking but not seeing.
The article is there - everyone else can see it, why can not you?
did you mean the article posted by the Alfredo on the 18th floor?
Yes.
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