I was selected to land in 2010 for three consecutive years to participate in the interview of civil servants in the province, to approach candidates at close range and to interact face to face with a large number of candidates. I have been through six interviews, with a minimum of 83.8 and a maximum of 90.2; today I will share my understanding of the interview.
The document below is more extensive and, for ease of understanding, is accompanied by an outline of the headchart.
I. What are civil servant interviews?
We have to get this concept straight, because it involves your review direction.
Interviews of civil servants are interviews of regular staff recruited by State bodies. In the course of answering the questions, the examiner saw whether the examination’s knowledge accumulation, way of thinking, character characteristics, responsiveness, and some of the potential personal qualities demonstrated therein matched the requirements of the institution, competence, diligence, etc.
So when you’re preparing for the interview, you have to know the agency, just like you do at the firm. You have to know the main scope of business, business culture, business style, etc.
The organ has a set of rules of the organ, and in order to enter the system it must follow the institutional rules.
In reality, some of the candidates were obsessed with the response to the question-and-answer template, saw only a few things on the surface of the interview and did not grasp the true substance of the subject, leading to a defeat in the examination.
Interviews were conducted in a way of thinking, not a stymied approach, with subject changes and institutional work. If you want a high score, it’s not gonna work.
II. Types of civil servants interviewed
These include, inter alia, structured interviews, panel discussions without leadership and three forms of structured groups.
Structured interviews
Structured interviews usually take 10-30 minutes, with 2-5 items and an average of 5 minutes. The usual format is three or four questions, 10-20 minutes. There are also two issues of 10 minutes, such as internal amnesia; the ministry ‘ s structured interviews are more flexible and may have five, or even more.
Normally, the best time to think about a subject is 30-45 seconds, and many of the candidates have doubts about it, either because they don’t know how to organize the language so quickly or because they think it’s going to be better.
In fact, we have to think from the point of view of the examiner, one of which is that time is relative, and you think it is too short, but the examiner will feel too long, because the interview examiner is resting all day, and it’s very tired, and they’re usually in the office, and they’re very relaxed. So it’s not good for you to spend too much time there.
The second is that if you’ve been thinking too long, and then you’re just saying normal things, you’re gonna feel like you can’t hold your ass for three minutes.
The third is that “Put your pen, write your hand” is the basic requirement of the agency for young people. The opening words would be that it is first power, that it would be better to write (which would summarize the report) than to film.
The fourth is that interviews are highly restrictive in the pursuit of perfection, and many candidates attend some training sessions and find that teachers are very good at answering questions, which they use as a standard for candidates to reach. If you think you should do this when you’re fighting, it’s a big mistake!
The teachers answered questions that were prepared in advance, so of course, you put him in a strange environment, face the examiner, and he might not be able to do that. The more you look for perfection, the more nervous you are, the less you know what to say.
I’ve seen a lot of good candidates at the exam, but I rarely see very good candidates, and most of them are at the same level, depending on who does it.
The response time is generally limited to about 2 minutes and 30 seconds (this is based on 5 minutes of response time, if only 3 minutes and 2 minutes of response is sufficient), not too short, too short to express fully, and not enough flesh and blood; nor too long, to repeat, without focus.
In structured interviews, two types of phenomena need to be avoided:
The answer is too short. I often meet candidates, think longer than the answer, and end with a few simple words, and this type of candidate scores basically below the average.
Second, the length of the response time is such that the candidates are more likely to live in life, but after the staff member ‘ s reminder time is approaching, it is clear that they are feeling mood swings and stressful.
It’s hard to get high marks for this type of test. Because of what you’re saying, you must have said a little more about the candidates before you, and you’ve been talking for half a day, thinking you’re innovative, but the examiner probably thinks you’re out of focus, likes to talk, but doesn’t talk. As a rule, a person who speaks more is not welcome in an organ. After many years of being in a body, people tend to remain silent.
Moreover, it is an important fact that points are deducted from overtime.
2. No-lead panel discussion
The average time is 30-60 minutes, with group interviews of approximately 5-8 people, and the subject of interviews is mostly a scenario that requires candidates to analyse and discuss the best options.
The lack of leadership is more like a race horse than a structured race, with all the horses running together, waiting for Belé. All the candidates together, you can see all the candidates, you can hear all the candidates, and, of course, you can see the examiners. You don’t just have to be good at yourself, you have to be a team, and the examiner will be more intuitive in comparing the performance of different candidates and give a final evaluation. In the absence of a leadership group, it is clear which horse is good and obvious. And it’s a stratification, and every examiner has his own preferences, so it’s possible for the same examiner to play 78, or 88.
Overall, the lack of leadership panel discussions is more difficult than structured interviews. However, the basis for the lack of leadership was structured, which was practiced and left unled. If there is no basis for structuring, it is almost impossible to win among those without leadership, because you lose when you first present your personal opinion (which is exactly the same as a structure). It’s hard for you to get involved in the second round of free discussion. In the third round, you’re likely to be thrown into the pit by the team, but you can’t figure out what you’re looking at, and many people have a plan, they don’t let the best people get to it, they don’t get to it, they get to the worst people, and they get to the bottom of it. It’s a day of beauty: it’s just the 2nd examiner who’s been speaking less on his own, and in order to give each candidate the same chance, I’m proposing that the 2nd examiner get to it.
3. Structured team
This type of interview was first piloted in individual areas of the national tax (Hainan) and then rolled out across the country in 2018.
Overall, it is a combination of structured and unled leadership. In this type of interview, the examiner answers the questions and then makes a point of comment on the others. A point can be prepared in advance, and the answer can be given to someone who is better than you, to someone who is worse than you, to someone like you, depending on the situation. In the first year, it was more certain that other people would give the right advice and be preferred by interview leaders. This is a term that can be prepared in advance. The proposal itself is actually prepared in the light of its individual characteristics, and it is likely that the failure to prepare in the context of individual characteristics is counterproductive.
III. Institutional thinking is key to achieving high scores
First: Confidence.
There’s nothing to say about that. Confidence is a whole feeling, and it’s the strength to be confident.
Second: Flow.
In general, in the interview process, the number of people who speak poorly is low and generally does not exceed the average.
As a selected civil servant, the mental quality requirement must be too hard. How does psychological quality work? Dealing with the public, dealing with urgent matters, and communicating with leaders can be said to be the cornerstone of all aspects of work, so self-confidence is first. Secondly, the self-confidence response is fluidity, and if you answer poorly and swallow up, it’s obvious to the examiner that it’s not a level.
Third: Content logic is important.
The interview did not have an answer, nor would it have an answer, and although some points were given, the examiner did not necessarily deduct points, as long as it was justified.
The answer now for many candidates is a replica produced by some training institutions — an analysis of the reasons, a response, and what we should do as civil servants.
In practice, however, the examiner would like to hear your truest thoughts rather than many similar copies, and if a public official does not have an independent mind on the issue, the score is clear.
To add that the answers to the training book are not desirable, not because of his stylization, but, above all, because you can’t learn at all. The answers are written by the trainers of the training institutions. Perhaps the teachers themselves are prepared to try, or to look at a lot of information. How can they think about so much in a minute in such a tense environment?
So be careful. Most candidates learned only how to answer, but not the logical content of the answer.
Quadrant requests
Use of institutional thinking
(1) What kind of people is the Government recruiting? Government agencies are recruited and naturally need to look at problems, analyse problems and solve problems from the Government ‘ s position and perspective. Your ass decides your head, and if you’re in a civil servant interview, you’re supposed to think about the government.
(2) What are the criteria for evaluation? In fact, no (the examiner has an answer point, but very few go to the point, which is not an argument, but a reference) or a subjective assessment. The examination officers are composed mainly of heads of organizational, personnel and employment units, who are generally over 40 years of age and have extensive institutional work experience. Although there is no answer, the examiner must have an answer in his mind, but they can’t say it, so when we answer the question, we try to keep the examiner in common. What would a man like? It’s people who agree with themselves. Then how does a regular examiner do that? It’s the institutional thinking. In 20, 30 years the examiner worked in a body, and there’s a strong institutional color for thinking.
(3) What’s the subject of the interview?
• Social phenomena, comprehensive analysis (the perspective of the problem).
:: Interpersonal relations (organism is the most important).
• Organizational planning issues (writing, conferences, research, organization of activities)
:: Emergency response issues (visits, emergencies, emergencies)
I don’t know.
The work of the organs needs to be faced every day, so these three points require that we keep the institutional thinking!
Thinking from a leadership perspective
(1) Institutions recruit social administrators.
(2) A more comprehensive view and a more effective approach will be found only if the issue is considered from a leadership perspective.
(3) The interview judge is the leader, and it is more likely that you will respond to him from the point of view of the head of the organ.
A person’s long-term work status and experience tends to give him a unique “role” image, which is his identity, including his values, his perception, his aesthetics, his perception of the problem, and his personal characteristics of the problem. So it’s very important to know who the examiner is, because you’re going to “get to” him, get his appreciation, and get him to give you a high score.
For the most part, the examiners are required to obtain their qualifications through systematic training and examinations. This means that the “old civil servant” rate the “new civil servant” so that you can see that it’s the civil servant, not the expert scholar, the doctorate, etc. They have a certain level of theory, but they’re not “academics”, they’re more of the old civil servants with practical knowledge and methods. They know best what kind of new civil servants are needed to be his peers and subordinates, so the candidates are, in their eyes, “parastatals.” Their evaluations are the most realistic, with their own set of selection methods and evaluation criteria.
So we need institutional thinking.
Keep the sun up.
We need to learn how to broadcast. I answer the question by taking a governmental and leadership approach to solving problems encountered in the work of the organs.
Interpersonal relationships have a sunlight mentality and social phenomena have to be seen in a sunlight mentality!
V. THREE ATTENTIONS IN RESPONSE
Watch your role.
Interviews are based on the role of a quasi-civil servant in viewing problems, analysing problems and resolving problems (organism) and in dealing with the real situation (all of which occur in institutions). The knowledge examined is not basic theoretical concepts and specialized terminology, nor is it a professional response, but rather an understanding and flexible application of theoretical knowledge. It is clear that such knowledge is not something that can be learned on campus, but rather requires the accumulation and development of candidates who wish to work as civil servants, in terms of current affairs, interpersonal relations, organizational coordination, etc.
What if you’re a local county agriculture authority?
[Institutional Reference Answer] As a cadre of the county agricultural authority, in the face of natural disasters such as hail, I will take full advantage of my expertise and practical experience to deal with the following: (this sentence is better to be drawn upon)
First, my colleagues and young village cadres were called on to assist medical staff in bringing wounded villagers to hospital for treatment, with the safety of their lives. Natural disasters are inevitable, mobilizing a positive response, ensuring that the injured population is effectively treated, and that the emotional stability of the sick families is minimized. That’s not good.
At the same time, village officials were organized to conduct a screening and verification of the situation. Household visits were conducted to find out about injuries, to record in detail the extent of damage to the house and, in the case of good weather, to investigate on-site crop destruction. Timely relocation of villagers to remove security risks and to provide a theoretical basis for follow-up medical treatment, policy support and post-disaster reconstruction.
iii. Organizing agricultural experts, agricultural technicians to wait for the village to conduct research on the remediation of crops, the timely harvesting of harvestable crops, the cleaning of hails to avoid freezing of seedlings, etc. will reduce losses.
IV. Timely return visits, condolences to the affected population, financial assistance to families in need, education and training for village cadres, and capacity-building for village cadres in emergency response to disaster incidents.
I am sure that, in my future work, I will strengthen learning, learning, improving my capacity for coordination and emergency response, and doing everything possible to ensure the safety of villagers ‘ lives and property.
Your role here is defined by a cadre of the Department of Agriculture, not by the Civil Administration, nor by the county government, so your answer is based on the work of the Department of Agriculture.
My thinking is: first, to convene a meeting of village officials and villagers’ delegates to inform them that I am a cadre of the Agricultural Department, whose superiors are aware of the disaster and are very much attached to the fact that they have been sent to the village to hear about the disaster and to help themselves with it, and that I will lead you to apply for assistance. (The first step was not to take the wounded to hospital, and it was made clear in the title that village officials did not know what to do, that the military was unstable and that the family was not aware of any injuries. I’m not sure.
2. To lead village cadres, to measure the number of casualties, to be severe and general, to be transferred in a serious and timely manner and to be treated by a general village doctor. To lead the population, to account for damaged houses, to move to village primary schools in time for temporary residence at the village ministry.
Thirdly, since I am a staff member of the Department of Agriculture and have some experience in agricultural production, I will lead you to take stock of the damage to agricultural crops, actively engage in self-help production, replanting on a seasonal basis, with no serious technical means to minimize the damage. Why don’t you take advantage of that?
4. To report in a timely manner to the relevant authorities of higher government, civil administration, agriculture, etc. on the injury of persons, the loss of houses and crops, and to solicit funds for disaster relief, which, given my familiarity, will be used in a coordinated manner. (Better use of institutional thinking. To understand a disaster, it is natural to ask for disaster funding.
Attention to the work of the organs
Interview candidates must first have a clear self-perception, not just an understanding of their basic situation, but also, and more importantly, an understanding of the way in which they think, behave and know what they want in the civil service, as well as of the job they are applying for, which requires that they prepare for the examination not only to practice the subject, but also to have a complete basic understanding of the background of the civil servant, how he/she works, how he/she operates and how he/she operates, thus increasing the compatibility of role orientation.
Watch the truth.
This requires candidates to answer certain questions without saying words and words, which are really not from your identity.
There was a need to have a deep understanding of the subject matter, which generated some emotion. The most essential element of this sentiment is that the candidates are integrated into their role thinking during the interview, are able to express the right desire and desire in their situation, are moved, are emotional, and are able to display their rich image in front of the examiner and thus interact emotionally with the examiner.
Answering questions in a straightforward manner would give the examiner the impression that, of course, he would give a normal score. In order to obtain the desired score, candidates should properly present the flashpoints in the responses and attract the attention and approval of the examiners.
VI. How to prepare the interview?
Learn more about official knowledge before taking the exam
We must not lose sight of the impact of the environment on one human being, and many of my colleagues, for two generations, clearly feel their strengths in various areas, especially in the delivery of goods, which are inseparable from the family environment. A period prior to the interview examination is the stage at which the candidate’s knowledge is “bad” and pre-screened intensive learning should focus on the orientation of the interview for civil servants, choosing the main melody of social harmony and positive knowledge, including some prominent social issues, as well as the views and ways to learn how to address them positively. A positive mind can give itself a constant positive psychological hint.
There is also a need to look more at the network of officials of the applicants ‘ offices, particularly at the system by which they propose to organize their own interviews, such as public security, State taxes, maritime, etc. In fact, these topics are the daily business of the sea, and they must be known for the interviews.
4. What do you do when you get a call?
It’s a story, and you can see if there’s a lot to learn from. Would the examiner be familiar if you followed the official approach and summarized it?
The first is to identify, in a number of ways, the specifics of the unidentified floating material, its current location, size, speed of movement, etc., by communicating with the police. Inform the nearby law enforcement patrol vessel to proceed to the scene; please call the police vessel to cooperate, follow the floating material closely and maintain communication.
The second is the timely broadcasting of information via the MMA VTS system, where navigational safety warnings are broadcast, alerting ships passing through the route to avoid concessions and drive carefully.
Thirdly, the Maritime Authority was contacted to conduct a survey of vessels to the site, scan, mark and set up alert rings to ensure the safety of the channel and the surrounding waters.
The fourth confirmed the nature of the unidentified floating material and was treated in a case-by-case manner. In case of small size and risk of pollution leakage, the site is recovered and processed in a timely manner. Where there is no risk of contamination, it can be properly handled in a timely manner after being removed from the channel.
The tax authorities are better placed to serve taxpayers in order to move their functions towards a service-type. Now you’re in charge of a campaign on “learning tax laws, going into the community.” What do you have in mind?
Look at the news, you’ll see how the subject is to be answered, and you’ll get to the point, because that’s how leadership arranges it.
When I came to shore with this method, 90.2 interviews, the direct leader said I had a very good answer, combining the work of the unit.
Be a man of heart and pay more attention to the network of officials, especially those who organize interviews on their own system.
Second, when it comes to dry throats,
At the interview examination, more than just knowledge and not just rhetoric, and more importantly than our positive life stance and pragmatic and flexible emotional intelligence, it is only by truly maintaining a good mind, by giving positive psychological hints to themselves, and by building up more positive energy, that the interview will be successful.
And not everyone’s got a high score, 90 points. It’s definitely not just the mouth, it’s someone who’s got a natural beauty. The core of the interviews was disembarkation, some for reasons that were truly inferior, but not everyone wanted to turn over, and it was much easier for many to be able to do so with the goal of maintaining a battle. You have to be confident and bold.
And finally, don’t think of a 7-day, 10-day interview training that can change a lot, and it’s not going to happen overnight, at least for 20 days, especially for people with poor basics, who can’t talk for more than 20 years, can you think of that?
Speeches are a process of long-term accumulation, from quantity to quality.
But if you land successfully, this change will also be of great help to your future work.
□ Makoto file number: YX11j82A2vr
I don’t know.
Keep your eyes on the road.
