快速看懂三大报表（资产负债表、现金流量表、利润表）

财务管理工具财务分析与预测快速看懂三大报表专业实用简单敏Whatwouldmembersofyourbasketballteam/businessschoolcohort/butterflycatchingexpeditionsayaboutyouTellusaboutatimeyouhadtodealwithadifficultteammember.Teamworkisanotherhighlyvaluedtraitthesedayscompaniesarelookingforemployeeswhoworkwellingroups.Ifyourinterviewerdoesntbringupteamworkdoityourself.Thesequestionsaresimilartotheleadershipquestions-interviewersarelookingforbothanopennesstoideasandawillingnesstonudgeteammemberstowardagoal.Whydidyoudecidetoswitchcareers/Whydidyoudecidetogobacktoschool/WhydidyoutaketimeoffduringcollegeBepreparedtowalkthroughyourresumewithyourinterviewerespeciallyatcompaniesthatliketopromotefromwithin.Theywanttoknowthatyourecommittedtotheindustryandwillbeloyaltotheircompany.Wheredoyouseeyourselfin5yearsYoudontnecessarilyneedtosaythatyouwanttoworkforthecompanyforeverbutyoushouldexpresshowyouthinkthepositiontowhichyouareapplyingwillhelpyougrow.Soyoujustgraduated.HowdidyoulikeschoolLovedit.Learnedsomuch.AndletmetellyoualittlebitaboutwhattypesofactivitiesIwasinvolvedin.WhatlessonsdidyoulearnfromyoulastjobthatyouthinkcanbetransferredtothispositionWhatdoyouconsideryourbiggestfaultInterviewerslovethisquestioneventhoughitsortofinvitesdishonesty.Youresupposedtosaysomethinglike:Fmaperfectionist.1Or:HItendtoworktoohard.Youmaywanttoprepareamorethoughtfulanswerbutyoushouldatleastanticipatethisquestion.Ifyoucouldgoanywherefor24hourswithanunlimitedbudgetwherewouldyougoSometimesinterviewerswillaskoff-the-wallquestionsjusttogetabettersenseofwhoyouareasaperson.QuestionstoAskDuringYourSummerInternshipInterviewsCanyougivemeanexampleofmysummerresponsibilitiesTrytomakesuretheansweryoureceiveisasspecificaspossible.Particularlyifyourenewtotheindustryyouwanttoensurethatyouwillperformworkthatisrepresentativeofafull-timeassociate.HowmanypeoplearetypicallygivenpermanentjoboffersAndaskforpercentagestoo.Thisshowsyoureinterestedinopportunitiesaftergraduationatthefirmandallowsyoutoplanyourstrategicoptions.SomefirmslikeGoldmanSachsareknownforgivingofferstoasmallproportionofthesummerclass.Youmaywanttotrybetteroddsatanotherfirm.WillIbeabletorotatebetweendepartmentsAgainthemoreyouknowaboutthecompanythebetteryouwillbeabletodeterminewhichdepartmentinterestsyoumostorwhetheryouwanttoworkatthefirmatall.Iftheresaspecificdepartmentyouwanttoworkinyoushouldmakethisknown.DoyouprovideanyassistancewithrelocationManyfirmswillhelplocateandevensubsidizesummerhousing.Ifthismakesadifferenceinwhetheryoutakethepositionask.StrategiesforAnsweringBusinessCaseQuestionsIfyouregoingintoaninterviewwhereyoumightexpectacasequestionabusinessquestionpresentedtoyouforyourdetailedanalysisitsimportanttohaveafewbasictipsdownpat.Takenotes.Asyourinterviewerpresentsyourcasebesuretotakecarefulnotesonthenumbersorotherfactsgiven.Alwaysbringanotepadandapentoaconsultinginterview.Youdontwanttoaskyourinterviewertolaterrepeatinformationthathasalreadybeengiven.Askquestions.Yourinterviewerexpectsyoutoaskquestions—asmanyintelligentquestionsasyouneedtoobtainanaccuratepictureoftherelevantfactsinthecase.Manyinexperiencedcaseintervieweesmaketheerrorofnotaskingtheirintervieweranyquestionsperhapsafraidthattheywilllookignorantornotwishingtobothertheinterviewer.Onthecontrary—notaskingquestionsisafatalerrorinacaseinterview.Ifyoudontknowthefirstthingaboutthehelicoptermarketaskhowmuchitcoststomanufacturearotor.Ifyouneedtoestimatethedemandforabeef-flavoredpotatosnackinWichitaKansasthenfeelfreetoaskthepopulationofWichitaandenvirons.Bepreparedtotakecharge.Youwilloftenfindthatyourinterviewerwilldirectyourlineofquestioningtoaspecificareabutyoumustalwaysbereadytocontroltheconversationincasetheinterviewerdoesnotdirectyourreasoning.Ifyouareunsuresimplyasktheinterviewer.Forinstanceifyoufindtheinterviewerofferinglittledirectionasyoumovethroughyourinitialscoopingquestionsyoumaywishtoask“Ifindthelackofariskassessmenttobeapotentialshowstopper.MightIasksomedetailedquestionsaboutthis”OryoumightsaynGivenwhatyouhavetoldmeaboutthesituationIwouldliketodrilldownforfurtherclarityregardingtheclientscurrentrelationshipwithitsdistributionpartner.WouldthatbeOK”Inthiswayyoutakechargeofthelineofquestioningwithoutsteppingontheinterviewersrole.Makenoassumptions!Asacaseintervieweeyoushouldnevermakeanyassumptions.Youshouldassumethepersonaofanactualconsultanttryingtolearnaboutanassignment.Itmightseemobviousthatthereisnopreexistingworkplanbecauseiftherewaswhywouldthisbeacaseinterviewbutyoushouldask.Youshouldalsoaskifthecompanyhasencounteredasimilarproblemorwhatothercompaniesinthefieldhavedonewhenfacedbysimilarproblems.Yourinterviewermaynotreleasethatinformationbutwillbeimpressedthatyouaskedthesesensiblequestions.Somegoodbasic“professionalquestionstoaskwhichapplytomostcases:WhohiredusHowlongwilltheseengagementslastIsthereaworkplanHasthecompanyfacedthisproblemoropportunitybeforeIfsohowdiditreactWhatwastheoutcomeWhathaveothercompaniesfacingthissituationdoneHasthefirmalreadydoneanyresearchintotheissueIfsowhatwereitsfindingsMaintaineyecontact.Alwaysmaintaindirecteyecontactduringthecaseinterview.Eyecontactiscriticalwhenansweringcasequestions—itdemonstratesconfidenceandauthority.Rememberthatinconsultingyoumayfindyourselfinfrontof20executivesatamajorcorporationpresentingastrategyyouwerebriefedononlyahalf-hourago.Andthenyouhavetoanswerquestions!Soyoucanseewhybusinesscaseinterviewingissoimportanttoconsulting—itisadirectparalleltotheenvironmentconsultantsmustfaceeveryday.FinanceInterviewQuestionsWithWallStreetsalariesskyrocketinginvestment-bankingjobsareashotasever.Thismeansitsespeciallyimportanttobepreparedforbankingandfinanceinterviews.Thesefinanceinterviewquestionsshouldhelp.FormorequestionsandinterviewadvicereadtheVaultGuidetoFinanceInterviews.HowwouldyouvalueacompanyyoureconsideringbuyingOneofthemostcommonquestionsWallStreetinterviewersask.Othervariationsofthisquestionare:howwouldyouvalueastockyouwereconsideringbuyingtakingpublicetc.WallStreetersusethisquestiontoseparatethefinancejocksfromtheneophytes.Here*sabasicanswerthatshouldimpressyourinterviewer:Oneanswertothisquestionistodiscountthecompanysprojectedcashflowsbyarisk-adjusteddiscountrate/*Afterprojectingthefirstfiveor10yearsyouaddinaTerminalValuenwhichrepresentsthepresentvalueofallthefuturecashflowsthataretoofarintothefuturetoproject.YoucancalculatetheTerminalValueinoneoftwoways:1youtaketheearningsofthelastyearyouprojectedsayyear10andmultiplyitbysomemarketmultiplelike20timesearningsandthatstheterminalvalue;or2youtakethelastyearsayyear10andassumesomeconstantgrowthrateafterthatperhaps10%.Thepresentvalueofthisgrowingstreamofpaymentsafteryear10istheTerminalValue.Note:TofigureoutwhatdiscountrateyouwouldusetodiscountthecompanyscashflowstellyourintervieweryouwouldusetheCapitalAssetPricingModel1or^^CAP-M^.InanutshellCAPMsaysthattheproperdiscountratetouseistherisk-freeinterestrateadjustedupwardstoreflectthisparticularcompanysmarketriskorbeta.”Finallyyoushouldalsomentionothermethodsofvaluingacompanyincludinglookingatcomparables/-thatishowothersimilarcompanieswerevaluedrecentlyasamultipleoftheirsalesnetincomeorsomeothermeasure.WalkmethroughthemajorlineitemsonaCashFlowstatement.Aquestiontotestyouraccountingskills.Theanswer:FirsttheBeginningCashBalancethenCashfromOperationsthenCashfromInvestingActivitiesthenCashfromFinancingActivitiesandfinallytheEndingCashBalance.WhatisEBITDAAlsoknownascashflow”EBITDAisEarningsBeforeInterestTaxesDepreciationandAmortization.Sayyouknewacompanysnetincome.Howwouldyoufigureoutitscashflow”Abasicanswer:Youstartwiththecompanysnetincome.Thenyouaddbackdepreciationandamortization.ThenyousubtractthecompanysCapitalExpenditurescalled“CapEx”forshortthisishowmuchmoneythecompanymustinvesteachyearonplantsandequipment.Thenumberyougetisthecompanyscashflow:CompanyAisconsideringacquiringCompanyB.CompanyAsP/Eratiois55timesearningswhereasCompanyBsP/Eratiois30timesearnings.AfterCompanyAacquiresCompanyBwillCompanyAbearningspersharerisefallorstaythesameCompanyA*searnings-per-sharewillrisebecauseofthefollowingrule:whenahigherP/EcompanybuysalowerP/Ecompanytheacquirersearnings-per-sharewillrise.Thedealissaidtobenaccretive/asopposedtodilutive“totheacquirersearnings.Defeatingthe12-BalIQuestionSomeinterviewquestionsarenotoriouslydifficult.ThisparticularlogicproblemhasmadeitsappearanceatvariousconsultinginvestmentbankingandtechfirmsincludingMcKinseyandMicrosoft.Willyoubepreparedifyourinterviewerspringsuponyoutheknotty12ball”dilemmaThankstoVaultReportsyoucananswerinsafety!Here*sthequestion:Youhave12balls.Allofthemareidenticalexceptonewhichiseitherheavierorlighterthantherest-itiseitherhollowswhiletherestaresolidorsolidwhiletherestarehollow.Youhaveasimpletwo-armedscaleandarepermittedthreeweightings.CanyouidentifytheoddballanddeterminewhetheritisholloworsolidThislogicproblemissuretoputyouranalyticalabilityondisplay!Firstwellexaminewhatthoughtprocessesaninterviewerislookingforandthenwelldiscussonesolution.Startwiththesimplestofobservations.Thenumberofballsyouweighagainsteachothermustbeequal.YeahitsobviousbutwhyBecauseifyouweighsaythreeballsagainstfiveyouarenotreceivinganyinformation.Inaproblemlikethisyouaretryingtoreceiveasmuchinformationaspossiblewitheachweighing.Forexampleoneofthefirstmistakespeoplemakewhenexaminingthisproblemisthattheybelievethefirstweighingshouldinvolvealloftheballs6against

6.ThisweighinginvolvesalloftheballsbutwhattypeofinformationdoesthisgiveyouItactuallygivesyounonewinformation.Youalreadyknowthatoneofthesideswillbeheavierandbyweighing6against6youwillsimplyconfirmthisknowledge.Stillyouwanttogaininformationaboutasmanyballsaspossiblesoweighing1against1isobviouslynotagoodidea.Thusthebestfirstweighingis4against

4.Thatwayyoureserve4ballsandcanobtainsomeinformationabouteachsubsetof

4.Secondlyifyouthinkthroughthisproblemlongenoughyouwillrealizehowprecioustheinformationgainedfromaweighingis:Youneedtotransfervirtuallyeverypieceofinformationyouhavegainedfromoneweighingtothenext.Sayyouweigh4against4andthescalebalances.Luckyyou!Nowyouknowthattheoddballisoneoftheunweighed

4.Butdon*tgiveintotheimpulsetosimplyworkwiththoseballs.Inthisweighingyouvealsolearnedthattheeightballsonthescalearenormal.Trytousethisinformation.Youmustbebothcreativeandanalytical.Mostpeoplewhoworkthroughthisproblemconsideronlyweighinganumberofballsagainsteachotherandthentakinganothersetandweighingthemetc.Thiswontdo.Thereareanumberofothertypesofmovesyoucanmake-youcanrotatetheballsfromonescaletoanotheryoucanswitchtheballsetc.Letslookatonesolution.ForsimplicityssakewewillrefertoonesideofthescaleasSideAandtheotherasSideB.Step1:Weigh4ballsagainst4othersCaseA;IfonthefirstweighingtheballsbalanceIftheballsinourfirstweighingbalanceweknowtheoddballisoneofthosenotweighedbutwedontknowwhetheritisheavyorlight.HowcanwegainthisinformationeasilyWecanweighthemagainsttheballsweknowtobenormal.So:Step2:PutthreeoftheunweighedballsontheSideA;putthreeballsthatareknowntobenormalonSideB.Ifonthissecondweighingthescalebalancesagainweknowthatthefinalunweighedballistheoddone.a.Step

3.Weighthefinalunweighedballtheoddoneagainstoneofthenormalballs.WiththisweighingwedeterminewhethertheoddballisheavyorlightILIfontheotherhandwiththissecondweighingthescaletipstoSideAweknowthattheoddballisheavy.IfittipstoSideBweknowtheoddballislightbutletsproceedwiththeassBrandManagementCaseQuestion:TheBrandLaunchWhileWallStreetmaycontrolourpursestringsandHollywoodmaycontrolourdreamsandimaginationsitisthebrandmanagersnwhoseguidinghandsshapeeverythingweeatandwearandinfactshapethewaywethinkaboutthesethings.Themostsought-afterbrandmanagementpositionsarewithleadingconsumerproductscompaniessuchasProcterGambleandGeneralMills.Toclimbtosuchloftyheightsbrandmanagerssometimesknownasnmarketingmanagers*undergorigorousinterviewsthatofteninvolvecasequestions.Brandcasesvaryinbreadthandspecificity-somemaybeaboutpromotionssomeaboutpricingothersaboutlong-termstrategy.Vaulttakesalookatonetypeofbrandcase:theBrandLaunch/*SAMPLEQUESTION:IfourcompanywerelookingtointroduceacarpetcleanertoourlineofproductshowwouldyougoaboutdevelopingabusinessplanIngeneralinterviewersareinterestedinwhatkindsofquestionsyouaskandyourunderstandingofmarketforces.Heretheinterviewerislookingforananswerthatdescribestheprocess“youwoulduseindevelopingabusinessplannotaskingfbrabusinessplanitself.Theinterviewermaybepleasantlysurprisedifyouhappentoknowthesizeofthecarpetcleanermarket-buttheycertainlydontexpectit.Heresoneapproachtoattackingthiscase:STEP1:ANALYZETHEMARKET:Thefirstthingthemarketingmanagershoulddoisgatherallavailableinformationaboutthemarket.Thelogicalplacetostartwouldbethecarpetcleanermarketanditsfuture.HowlargeisthecarpetcleanermarketcuiTentlyIsitexpectedtogrowinthenextseveralyearsWhatarethemaincompaniesinvolvedFinallyhowofteniscarpetcleanersoldandinwhatchannels-ingrocerystoresinhardwarestoresinconveniencestoresasanimpulsebuyasanemergencybuyetcSTEP2:ASSESSYOURCOMPANYSSTRENGTHSANDWEAKNESSES:Thenextissuesamarketershouldbeawareofarehisorhercompanysstrengthsandweaknesseswhenitcomestothismarket.DoesthecompanyproducesimilarproductsandthereforehaveabaseofRDexpertiseDoesthecompanyhaveadistributionnetworkinplaceIsthecompanysittingonextracapitalitislookingtoinvestintoaproductlaunchMakesuretoidentifythecompanysweaknessesaswell.Perhapsthecompanyisbestknownamonghomeownersforitseasytouseanddisposablecleaningproducts-thisdemographicgroupmaynotoverlapmuchwiththemarketforcarpetcleaner.STEP3:ASSESSCONSUMERPREFERENCES:Adiligentbrandwillalsoconsiderbroaderissuesindevelopingabusinessplan.Onemajorcategoryoftheseisconsumerpreferences.ArehomeownersoptingforhardwoodfloorsandthrowdownrugsratherthancarpetingSTEP4:CONSIDERMACROTRENDSandOTHERISSUES:Anothermajorconcernformarketersismajormacrotrendssuchasdemographictrends.WhatisthekeydemographicgroupthatusesthisproductIsthisgroupbecominglargerovertimeorshrinkingAreforeignmarketsbeginningtoconsumemorecarpetcleanerLegalandregulatoryissuesshouldalsobeconsidered.AreaerosolcarpetcleanersbecominglessfeasiblebecauseofenvironmentalregulationsSTEP5:DETERMINEOURCOMPANYSOBJECTIVES:Finallyyoumustdetermineyourcompanysobjectives.Becauseconsumertrendsarefickleandtechnologicalinnovationcanquicklytransformanindustrybrandstrategyshouldingeneralnotbetoofar-sighted.Afive-yearplanisagoodsafewaytocompromisetheneedforlong-termstrategywiththepitfallspredictingfuturestrategyinevitablybrings.Interviewersmaypresentyouwithobjectivesatthestartofthecase.Iftheydontask.Ifnoobjectivesareprofferedfunnelyourthinkingintothreemainareas:marketsharegrowthfinancialperformanceandbrandidentity.GuesstimatesGuesstimatesarecommonlyaskedinconsultingandinvestmentbankinginterviews.Generallyyourinterviewerasksyoutoestimatethenumberorsizeofsomethingandobservesyourreasoningprocess.Mostinterviewersdontcareifyouactuallygetthecorrectnumber-whattheywanttoseeisthatyouareabletologicallythinkthroughaprocesscreativelythinkthroughanypossibleexceptionsorshortcutsandcalculatebasicsumsinyourhead.YouwontbegivenanyrealdatathoughyouwontneedtoknowmuchmorebeyondthefactthattheUnitedStateshasabout270millioninhabitantsand25millionbusinessesandyoushouldntrequestany;itsirrelevanttotheproblemathand.Makereasonableassumptionswitheasy-to-work-withnumbersandgofromthererememberthatyoureexpectedtouseapenandnotepadtoworkthroughyourcalculations.Theseguesstimatesmayalsoinvolveelementsofcreativityandproblemsolving.ForexamplewhenposedthequestionHowmuchchangewouldyoufindonthefloorofamall”youmightwanttoaskHIsthereafountaininthemailLet*stakealookatasampleguesstimate:HowmanygallonsofwhitehousepaintaresoldintheU.S.eachyearTHESTARTBIGAPPROACH:Ifyourenotsurewheretobeginstartwiththebasicassumptionthatthereare270millionpeopleintheU.S.or25millionbusinessesdependingonthequestion.Ifthereare270millionpeopleintheUnitedStatesperhapshalfofthemliveinhousesor135millionpeople.Theaveragefamilysizeisabout3sotherewouldbe45millionhousesintheUnitedStates.Letsaddanother10percenttothatforsecondhousesandhousesusedforotherpurposesbesidesresidential.Sothereareabout50millionhouses.Ifhousesarepaintedevery10yearsonaveragenoticehowwedeftlymakethatnumbereasytoworkwiththenthereare5millionhousespaintedeveryyear.Assumingthatonegallonofpaintcovers100squarefeetofwallandthattheaveragehousehas2000squarefeetofwalltocovertheneachhouseneeds20gallonsofpaint.So100milliongallonsofpaintaresoldperyear5millionhousesx20gallons.Note:Ifyouwanttobefancyyoucanaskyourinterviewerwhetheryoushouldincludeinnerwallsaswell!If80percentofallhousesarewhitethen80milliongallonsofwhitehousepaintaresoldeachyear.Dontforgetthatlaststep!THESTARTSMALL11APPROACH:Youcouldalsostartsmallandtakeatownof27000aboutonetenthousandthofthepopulation.Ifyouusethesameassumptionthathalfthetownlivesinhousesingroupsofthreethenthereare4500housesplusanother10percentthentherearereally5000housestoworryabout.Paintedevery10years500housesarebeingpaintedinanygivenyear.Ifeachhousehas2000squarefeetofwallandeachgallonofpaintcovers100squarefeettheneachhouseneeds20gallons-andso10000gallonsofhousepaintaresoldeachyearinyourtypicaltown.Perhaps8000ofthosearewhite.Multiplyby10000-youhave80milliongallons.Yourinterviewermaythenaskyouhowyouwouldactuallygetthatnumberonthejobifnecessary.Useyourcreativity-contactingmajorpaintproducerswouldbesmartputtinginacalltoHUDsstatisticsarmcouldhelporevenconductingasmallsampleofthesecondcalculationinafewrepresentativetownsispossible.Otherguesstimates:HowmuchorangejuiceisconsumedeachdayinAmericaHowmanygolfballswouldfitintoa747HowmanygrocerystoresarethereintheU.S.BrainteasersHigh-techcompaniesinvestmentbanksandconsultingfirmsarefamousfortheirbrainteasers.Anyoneafterallcancomeupwithacannedanswertodisplaytheirleadershipandmanagementskills-butfewerpeoplecanquicklycomeupwiththreesolidreasonswhyamanholecoverisround.Whetheryoureapplyingforatechnicalcorporatefinanceormarketingpositionexpecttogetafewofthesebeauties.Creativityandmentalflexibilityandspeedareofparamountimportancetohigh-techfirmsandonesurefirewaytotestthesequalitiesisthroughtheseslightlyoffbeatquestions.Ifyoufieldoneofthesebrainteasersyourinterviewermaygiveyouatimelimit.Dontbecomeflustered.Simplytrytothinkthroughthequestionfromeveryangleyoucan.Mostquestionsrequireeitherlogicthatever-popularnoutofthebox11thinkingorboth.Ifyoulookataclockandthetimeis3:15whatistheanglebetweenthehourandtheminutehandsTheanswertothisisnotzero!Thehourhandremembermovesaswell.Thehourhandmovesaquarterofthewaybetweenthreeandfoursoitmovesaquarterofatwelfth1/48of360degrees.Sotheanswerissevenandahalfdegreestobeexact.Acompanyhastenmachinesthatproducegoldcoins.Oneofthemachinesisproducingcoinsthatareagramlight.HowdoyoutellwhichmachineismakingthedefectivecoinswithonlyoneweighingThinkthisthrough-clearlyeverymachinewillhavetoproduceasamplecoinorcoinsandyoumustweighallthesecoinstogether.HowcanyousomehowindicatewhichcoinscamefromwhichmachineThebestwaytodoitistohaveeverymachinecrankoutitsnumberincoinssothatmachine1willmakeonecoinmachine2willmaketwocoinsandsoon.Takeallthecoinsweighthemtogetherandconsidertheirweightagainstthetotaltheoreticalweight.Ifyourefourgramsshortforexampleyoullknowthatmachine4isdefective.3・FourmembersofU2BonotheEdgeLarryandAdamneedtogetacrossanarrowbridgetoplayaconcert.Sinceit*sdarkaflashlightisrequiredtocrossbutthebandhasonlyoneflashlightandonlytwopeoplecancrossthebridgeatatime.Thisisnottosayofcoursethatifoneofthemembersofthebandhascrossedthebridgehecan*tcomebackbyhimselfwiththeflashlight.AdamtakesonlyaminutetogetacrossLarrytakestwominutestheEdgetakesfiveminutesandslowpokeBonotakestenminutes.Apaircanonlygoasfastastheslowestmember.Theyhave17minutestogetacross.HowshouldtheydoitThekeytoattackingthisquestionistounderstandthatBonoandtheEdgearemajorliabilitiesandmustbegroupedtogether.Inotherwordsifyousentthemacrossseparatelyyoudalreadybeusingfifteenminutes.WhatdoesthismeanThatBonoandtheEdgemustgoacrosstogether.Buttheycannotbethefirstpairoroneofthemwillhavetotransporttheflashlightback.InsteadyousendLarryandAdamoverfirsttakingtwominutes.Adamcomesbacktakinganotherminuteforatotalofthreeminutes.BonoandtheEdgethengoovertakingtenminutesandbringingthetotalto

13.Larrycomesbacktakinganothertwominutesforatotalof

15.AdamandLarrygobackoverbringingthetotaltimeto17minutes.IllegalquestionsInterviewersarelegallybarredfromaskingquestionsaboutyourreligioncolorracenationaloriginmaritalstatussexsexualorientationchildcarearrangementsorotherfamilyplans.FederalandStatelawssuchasTheAmericansWithDisabilitiesActADAthePregnancyDiscriminationActandtheCivilRightsActof1964TitleVIIwhichwasamendedin1991allowyoutoavoiddiscussinganyofthisinformation.Theinterviewersaskshouldfocusexclusivelyonthepositionandyourexperienceandqualificationsforit.Youdonothavetorevealanyprivateinformationthatdoesnotrelatetoyourabilitytoperformonthejob.Yourinterviewermightnotrealizethey*reaskinganillegalquestion—theymightthinktheyaresimplybreakingtheice.Soiftheydoaskaquestionofthissortyoushouldmakeadecisionabouttheirintentionsandwhetherornotyouwanttoanswerit.Insomecasesthequestionmightbeinnocuousenoughthatyoullfeelcomfortableansweringit.Ifyoudontwishtodiscusssomethingthatyoufearmightwrongfullybeusedagainstyouthenyoushouldtactfullysaythatquestiondoesnotrelatetoyourabilitiestoperformthejobabilitiesthatincludexyandz.Herearesomeexamplesofillegalquestions:AreyoumarriedDoyouhaveanykidsAreyouplanningtohaveanymoreWhatpoliticalpartydoyoubelongtoDoyouhaveanyillnessesweshouldknowaboutWhatnationalityareyouWhatchurchdoyougotoDoyousmokeCareerEssentialsCommonInterviewQuestionsQuestionsaskedbyskilledandwell-preparedinterviewersalwayshaveapurposeregardlessofhowirrelevanttothepositiontheymayseem.Itisimportanttorealizethatthepurposeofmanyquestionsistotestoutwhetheryouhavethespecificqualitiesandskillsrequiredfortheposition.Thereisnotnecessarilyarightorwronganswertosuchquestions;ratherinterviewersareseekingevidenceofsuchqualitiesasyourmotivationenergyattitudesinitiativeormaturity.AnexampleofaseeminglyirrelevantquestioncouldbeHTellmehowwouldyougoaboutbuyingacarnInthissituationtheinterviewerisnotconcernedsomuchaboutwhatcardealeryouwouldgotoortheorderinwhichyouwouldgoaboutdoingthisbutratheraboutthesortofapproachyouwoulduse.DoyouplanDoyougiveupeasilyDoyouseekassistancefromotherpeopleHowdoyoubudgetyourtimeandmoneyThefollowingareexamplesofsomeofthemoredifficultquestionsyoumaybeaskedininterviews.Theguidelinesareintendedonlytostimulateyourthinking.Theyarenotmodelanswers.Youwillnotnecessarilybeaskedallorevenmanyofthesequestionsinoneinterview.Thequestionsassetoutherearenotinpriority/sequentialorder.Pleasenotethatthesequestionsareinadditiontothosethatrelatetospecificjobcompetenciese.g.researchskillswritingskillstechnicalknowledgecustomerserviceskillsetc.Lookcarefullyatthejobdescriptionoranalysetherolecarefullytoidentifytheskillstheinterviewerislikelytofocuson.Question1“WhatdoyouhavetoofferusnGuidelines-Answerintermsoftheskillsandpersonalqualitiesyouhaverelevanttothejob.Youmayrefertoyouracademicqualificationsrelevantsectionsofuniversitycoursesexperienceintheworkplaceleisureactivitiesorpersonalqualities.Question2“Whathaspromptedyoutoapplyforthisposition11Guidelines-Explainwhyyouareinterestedintheorganization.Ifyouhavehadalong-terminterestinthemsayso.Iflocationissignificantyoucouldmentionthisaftertalkingaboutyourinterestinthefirm.Trynottofocusonwhatyouwillgetfromtheorganizationbutthequalitiesyouwillbringtothem.Youcouldmentionthatyouseethepositionasofferingchallengeachancetolearnnewthingsandtoenhanceanddevelopskillsandabilitiesnecessaryfortheposition.Question3“WhatdoyouwantfromusnGuidelines-Thisisagoodtimetotalkabouttrainingorpromotionopportunitiesgivingsomeideaoflong-termcareerplans.Theremaybeaspectsoftheorganizationsworkthatreallyinterestyouandyoumaywishtomoveintoanotherareaofthatorganizationlateron.Theinterviewerisprobablytryingtoassessyourenthusiasmandambition.Question4“AttheendofthefirstyearifyougotthisjobhowwouldyoumeasureyoursuccessnGuidelines-Inyourpreparationfortheinterviewyouwouldhavedevelopedagoodunderstandingofthedutiesandpersonalattributeslistedinthejobdescriptionaswellasfindingoutaboutthegoalsandobjectivesoftheorganization.Thinkabouttangibleresultsyoumightbeabletoachieveonthejobthatcontributetothosegoalsandobjectives.Theinterviewerisnotsointerestedhereinwhattasksordutiesyouplantohavecompletedbuthowyougoaboutplanningandassessingyourownperformance.Arethereanypracticalwaysyoucurrentlymeasureyoursuccessinpart-timeworkorstudye.g.salesfiguresgradesandfeedbackfromyoursupervisororlecturerQuestion5“WhatappealstoyouaboutthisjobnGuidelines-ThisissimilartoQuestions2and3butyoumaywanttofocusmorecloselyonthespecificdutiesoutlinedinthejobdescriptionorwhatyourunderstandingoftypicaltasksforthiskindofjobwouldbe.Againcoverthekindsofskillsinterestsorknowledgefrompreviousstudyorworkthatyouwouldbringtotheposition.Question6“Whatareyourlong-termplans1Guidelines-Tfyouareflexibleaboutyourlong-termplanssaysohoweveritpaystogiveageneralpictureofwhatinterestsyounowandhowyouseethatdeveloping.Youshouldnotcommityourselftoalong-termperiodwithanemployerifyoudonothonestlyfeelthatyoucandoso.Atthisstageyoumaynotbeinapositiontoknowhowlongyouwouldseeyourselfstayinginanyonejob.Ontheotherhandyouarekeentoputtoworktheskillsthatyouhavedeveloped.AvoidIdontknow*andashrugoftheshouldersasanemployerisusuallytryingtoassesshowmotivatedandinterestedyouare!Question7“Whatdoyouseeyourselfdoinginfiveyearsfromnow”Guidelines-SimilartoQuestion

6.Youranswerwillgiveevidenceofwhetherornotyouarethesortofpersonwhoplansahead.Rememberthatfewerandfeweremployersexpectalltheiremployeestomakealife-longcareerintheirorganization.Youmaywanttoexpressadesiretoprogressasrapidlyasabilityandopportunitiesallowwithintheorganizationorwhatyouwouldliketodoonabroaderscale.Question8“HowlongdoyouexpecttostaywithusnGuidelines-Donotcommityourselftoaspecifictimeunlessyouarequiteclearonthis.Indicateyouanticipatestayinginthepositionforaslongasittakestolearnthejobandtogainexperienceinitandthatyouthenhopetomoveonwithintheorganization.Aftermakingacommentyourselfyoucanalwaysturnthisquestionbacktotheemployerandaskhowlongtheywouldexpectyoutostaywiththem.Question9nTellusaboutyourselfnGuidelines-Ifthisisaskedatthebeginningoftheinterviewgiveaquickrundownofyourqualificationsandexperiencetodateandthenaskwhethertheinterviewerswouldlikeyoutoexpand.Ifthequestionisaskedtowardstheendoftheinterviewandyouhavealreadytalkedalotaboutyourselfthenthisistheopportunityforyoutoelaborateonanypositivepointsandputacrossanymessagesyouhavenothadthechancetogivesofar.Question10WhyshouldweappointyounGuidelines-Answerintermsofthequalificationsskillsandintereststhatyouhavewhicharerelevanttothepositioni.e.summariesyoursuitability.Whereajobdescriptionisavailablebeforetheinterviewmakesureyouhavestudieditthoroughlyaspartofyourpreparationfortheinterview.Yourreplyshouldbebasedontherequiredskillsoutlinedinthejobdescription.Donotcompareyourselfwithotherapplicantsevenifyouknowsomeofthem.Ifyouareinvitedbytheinterviewerstocompareyourselfwithotherapplicantspolitelystatethatyouarenotinapositiontojudgeothersandleavethatsideoftheinterviewingtothem!Question11Haveyouappliedforotherjobs11Guidelines-Behonest.Thisquestionisoftenusedduringgraduaterecruitment.Yourapproachtojobhuntingindicateshowyouapproachchallenges.Employersareawareofthecompetitivenessofthejobmarket.Theywouldbemostsurprisedifyouindicatedthatyouhavenotappliedforotherjobsandmayquestionyourinitiativeormotivation.Ifyouarenotastudent/graduateparticipatinginauniversityrecruitmentprogrammedyoumaywishtoapproachthisquestionmorecarefully.Theinterviewermaybelookingtoascertainhowfocusedandclearlydefinedyourjobobjectivemaybe.Question12Howdoyouhandlepressure0Guidelines-Giveexamplesofsituationswhereyouhavebeenunderpressureandwaysinwhichyouhavepositivelyhandledit.Rememberthisisatypicalexampleofaquestionwherethereisnoonecorrectanswer.Theemployerismoreinterestedinwhetheryouhavedevelopedstrategiesforcopingunderpressureratherthaninwhatthesestrategiesare.Question13ArentyouoverqualifiedforthispositionHGuidelines-Thisisaleadingquestion.Ifyouhavebeencalledforaninterviewitisunlikelytheemployerconsidersyougreatlyoverqualified.Otherwisetheycouldnotjustifythetimespentinterviewingyou.Donotapologizeforyourdegree.Ratherstateyourwillingnesstostartatthebottomandworkyourwayupyourenthusiasmfortheorganizationandyourdesiretodevelopabroaderrangeofskills.Emphasizeskillssuchasfactfindinganalysisyourcapacitytoacquirenewknowledgequicklyratherthanthespecificcontentofyourdegree.Someemployersaremoreinterestedinwhatyoucanofferinthepracticalhands-on1sensethanintheacademicsense!Question14“WhatareyourmajorstrengthsandweaknessesnGuidelines-Onceagaintheemployerisseekingtoascertainhowmatureyouareandyourawarenessofyourselfasaperson.Ifyouhaveajobdescriptionyoumayfinditusefultofocusonwhereyouseeyourstrengthsandweaknessesinrelationtothetaskslisted.Rememberweaknessescanbeturnedintostrengths.Talkaboutthestrategiesyouusefordealingwiththatweaknessoritspositivesidee.g.takingtimetomakedecisionsmayslowyoudownbutontheotherhandyouarenotimpulsive.Listingtoomanyweaknesseswilltypeyouasverynegative.Youmayhavetoadmitthatyoudonothaveaparticulartypeofexperiencecalledforhoweveryoumaybeabletogiveevidenceofyourabilitytodeterminetheskillsrequired.Dontbringuptoomanyweaknesses-oneortwowillsuffice!Question15“Howmuchdoyouknowaboutourorganization1*Guidelines-Youranswerwillrevealtheamountofhomeworkyouhavedonebeforetheinterview.Forexampleifthecompanyhasproductsinthemarketplacelooksfortheseatpointsofsale.Useyourinitiativetofindoutasmuchasyoucanabouttheorganizationandduringtheinterviewcitewaysinwhichyouhavegoneaboutfindingoutthisinformation.Question16“Howmuchdoyouexpecttobepaid”Guidelines-Thisquestionisgenerallymorecommonintheprivatesectorwhenyouhaveappliedforapositionwithnoidentifiedsalaryscale.Wherethesalaryrangeisunknownitisveryimportanttoinvestigatecomparablerateselsewherebeforeyouattendtheinterview.Neverdiscusssalaryuntiltheendoftheinterviewingprocedurewhentheyhaveactuallyofferedyoutheposition.Ifthequestionisaskedbeforetheofferreplyalongthelinesthatuntilanofferismadeyoufeelanydiscussionofsalaryispremature.Youmightalsoaddthatasareputableorganizationyouexpectthattheywillbepayingafairandcompetitivesalaryfortheposition.Whenanofferismadetalkaboutarangeratherthanafixedfigure.Sincetheemployercreatedthepositiontheywillalreadyhavesomefigureinmind.Findoutwhatthatisuseyoursalaryresearchanddontundersellyourself.Question17“Haveyouanyquestionsforus”Guidelines-Itisimportantthatyoudohavequestionsforthefollowingreasons:Inordertomakeyourownassessmentofthejobyouneedtofindoutasmuchaspossibleaboutwhatthejobisreallylikeormoreinformationabouttheorganization;Toshowyourseriousinterestsinthepositionandpreparationfortheinterview;Tofurtheroutlineachievementsandskillsnotcoveredsofarintheinterview.Thisisagoodtimetoasktheemployerwhatskillstheyconsidertobethemostcriticalforthepositionandwhethertheyseeagapintheskillsyouhavetooffer.Thiswillgiveyouanopportunitytoidentifyskillsand/orexperienceswhichhavenotyetcomeupduringtheinterview.Question18nWhydidyouchoosetomajorin...nGuidelines-Avoidtheimpressionofaimlessnessoruncertainty.Itisfinetomajorinasubjectbecauseofyourinterests.Howeverbewillingtotalkaboutthisinterest.Showevidenceofknowledgepositiveattitudetowardsstudyandanunderstandingofskillsandknowledgeyouhavegained.Question19“Whatdoyoudoinyoursparetime”Guidelines-employersseekingafullerpictureofyouortohelpyourelaxduringtheinterviewgenerallyaskthis.Findingoutaboutyourotherinterestsandleisureactivitiesgivesemployersanotheropportunitytouncoverskillsandabilitieswhichmaynothavebeendiscussed.Otheractivitiesalsogiveemployersachancetoassessyourenthusiasmcuriosityandqualityoflife.Question20“WhatarethemostimportantconsiderationsforyouinchoosingajobnGuidelines-Answerintermsofjobobjectivestrainingexperienceavailableorfutureprospects.Donotanswerintermsofpayoroverseastravelorotherindicationsofselfratherthanjobinterest.Question21“Howdoyougetonwithotherpeople**Guidelines-Thisquestionisaskedtofindoutmoreaboutyoursocialandinterpersonalskills.Quoteexamplesofpastparticipationinteamscommitteesorcommunityorganizations.Avoiddiscussingreasonswhyyoudonotgetonwithcertainpeople.Thisisagoodopportunitytogiveevidenceofanysituationswhichyoumayhavehadtouseskillsofnegotiationmotivationorconflictresolution.Question22“Tellusaboutaprojectorpieceofresearchyouhaveworkedonwhileatuniversity

0.Thisisaquestioncommonlyaskedatgraduaterecruitmentinterviews.Theinterviewersarenotparticularlyconcernedaboutwhichresearch/projectyouchoosetogiveasanexamplebutaremoreinterestedinfindingoutthestepsyoutookincompletingtheproject/research.Byexaminingwhyandhowthesestepsweretakentheinterviewerscangetanideaofsomeoftheskillsyoupossessandassessyourabilitytosolveproblems.Skillsidentifiedinyouranswermayinclude:preparationandplanningteamworktimemanagementorganizingandresearching.Interviewersmayalsoaskyoutoelaboratefurtheronthisissuebyaskingquestionssuchaswhatdidyoulearnfromthisproject*andwhydoyouconsiderthisprojecttobeanachievement.FinallyRemainflexibleintheinterviewsothatyouhearandanswertheactualquestionsthatareaskedratherthantheonesyouthoughtorhopedtheinterviewerswouldask.Afterinterviewsareoverreflectuponanyoftheseandotherquestionsyouwereasked.Thinkaboutthewaysinwhichyoucouldimproveyouranswerssothatwhensuchquestionsareaskedinthefutureyouwillbeabletoanswerthemmorecompetently.Keepinmindthatansweringinterviewquestionswithgeneralresponsesisnotmakingthemostofyouropportunity.Interviewerswanttohearevidenceofyourabilities.Bybeingfactualinyourapproachyoucanrevealyourskillswithoutappearingtobeboastful.Illustrateyouranswerswithconcreteexampleswhereverpossible.Graduateswithnofull-timeworkexperiencewillbeabletouseastheirexamplestheirparticipationinsportsvoluntarycommitteeworkcasualemploymentoruniversitystudiestogiveevidenceofinitiativeadministrativeresearchorcommunicationskills.Getafriendorfamilymembertoaskyousomeofthequestionslistedinthishandoutandpracticeyouranswersuntilyoufeelcomfortablewithyourresponse.Howeverbeawareofdevelopingpatanswersandlistencarefullytothequestions.IfyoufeelyouwouldlikemoreassistanceaCareersAdviserisavailabletodiscussinformally/confidentiallywithyouwaysinwhichyoucanimproveyourskillsinhandlingtheseandotherinterviewquestions.Alsoyoucansignupforoneofourmanyworkshopsrunthroughouttheyearinordertogainmorepracticeininterviewskills.CommonJobInterviewQuestionsByrehearsinginterviewquestionsyoullbecomemorefamiliarwithyourownqualificationsandwillbewellpreparedtodemonstratehowyoucanbenefitanemployer.Someexamples:Tellmeaboutyourself.0Makeashortorganizedstatementofyoureducationandprofessionalachievementsandprofessionalgoals.Thenbrieflydescribeyourqualificationsforthejobandthecontributionsyoucouldmaketotheorganization.WhydoyouwanttoworkherenorWhataboutourcompanyinterestsyou”Fewquestionsaremoreimportantthanthesesoitisimportanttoanswerthemclearlyandwithenthusiasm.Showtheintervieweryourinterestinthecompany.Sharewhatyoulearnedaboutthejobthecompanyandtheindustrythroughyourownresearch.Talkabouthowyourprofessionalskillswillbenefitthecompany.Unlessyouworkinsalesyouranswershouldneverbesimply:nmoney.1Theinterviewerwillwonderifyoureallycareaboutthejob.nWhydidyouleaveyourlastjob”Theinterviewermaywanttoknowifyouhadanyproblemsonyourlastjob.Ifyoudidnothaveanyproblemssimplygiveareasonsuchas:relocatedawayfromjob;companywentoutofbusiness;laidoff;temporaryjob;nopossibilityofadvancement;wantedajobbettersuitedtoyourskills.Ifyoudidhaveproblemsbehonest.Showthatyoucanacceptresponsibilityandlearnfromyourmistakes.Youshouldexplainanyproblemsyouhadorstillhavewithanemployerbutdontdescribethatemployerinnegativeterms.Demonstratethatitwasalearningexperiencethatwillnotaffectyourfuturework.Whatareyourbestskills0Ifyouhavesufficientlyresearchedtheorganizationyoushouldbeabletoimaginewhatskillsthecompanyvalues.Listthemthengiveexampleswhereyouhavedemonstratedtheseskills.WhatisyourmajorweaknessnBepositive;turnaweaknessintoastrength.Forexampleyoumightsay:nIoftenworrytoomuchovermywork.SometimesIworklatetomakesurethejobisdonewell.1DoyouprefertoworkbyyourselforwithothersnTheidealanswerisoneofflexibility.Howeverbehonest.Giveexamplesdescribinghowyouhaveworkedinbothsituations.WhatareyourcareergoalsHorWhatareyourfutureplans**Theinterviewerwantstoknowifyourplansandthecompanysgoalsarecompatible.Lethimknowthatyouareambitiousenoughtoplanahead.Talkaboutyourdesiretolearnmoreandimproveyourperformanceandbespecificaspossibleabouthowyouwillmeetthegoalsyouhavesetforyourself.[2:WhatqualitiesdoyoufindimportantinacoworkerYourCareerGoals•Whatwouldyouliketobeingdoingfiveyearsfromnow•HowwillyoujudgeyourselfsuccessfulHowwillyouachievesuccess•Whattypeofpositionareyouinterestedin]nWhatareyourhobbiesnandDoyouplayanysportsnTheinterviewermaybelookingforevidenceofyourjobskillsoutsideofyourprofessionalexperience.Forexamplehobbiessuchaschessorbridgedemonstrateanalyticalskills.Readingmusicandpaintingarecreativehobbies.Individualsportsshowdeterminationandstaminawhilegroupsportactivitiesmayindicateyouarecomfortableworkingaspartofateam.Alsotheinterviewermightsimplybecuriousastowhetheryouhavealifeoutsideofwork.Employeeswhohavecreativeorathleticoutletsfortheirstressareoftenhealthierhappierandmoreproductive.nWhatsalaryareyouexpecting**Youprobablydontwanttoanswerthisonedirectly.Insteaddeflectthequestionbacktotheinterviewerbysayingsomethinglike:Idontknow.WhatareyouplanningonpayingthebestcandidatenLettheemployermakethefirstoffer.Howeveritisstillimportanttoknowwhatthecurrentsalaryrangeisfortheprofession.FindsalarysurveysatthelibraryorontheInternetandchecktheclassifiedstoseewhatcomparablejobsinyourareaarepaying.Thisinformationcanhelpyounegotiatecompensationoncetheemployermakesanoffer.WhathaveIforgottentoask”Usethisasachancetosummarizeyourgoodcharacteristicsandattributesandhowtheymaybeusedtobenefittheorganization.Convincetheinterviewerthatyouunderstandthejobrequirementsandthatyoucansucceed.•[3:Herearesomeotherjobinterviewquestionsyoumightwanttorehearse.YourQualifications•Whatcanyoudoforusthatsomeoneelsecantdo•Whatqualificationsdoyouhavethatrelatetotheposition•Whatnewskillsorcapabilitieshaveyoudevelopedrecently•Givemeanexamplefromapreviousjobwhereyouveshowninitiative.•Whathavebeenyourgreatestaccomplishmentsrecently•Whatisimportanttoyouinajob•Whatmotivatesyouinyourwork•Whathaveyoubeendoingsinceyourlastjob]HowwillthisjobfitinyourcareerplansWhatdoyouexpectfromthisjobDoyouhavealocationpreferenceCanyoutravelWhathourscanyouworkWhencouldyoustartYourWorkExperienceWhathaveyoulearnedfromyourpastjobsWhatwereyourbiggestresponsibilitiesWhatspecificskillsacquiredorusedinpreviousjobsrelatetothispositionHowdoesyourpreviousexperiencerelatetothispositionWhatdidyoulikemost/leastaboutyourlastjobWhommaywecontactforreferencesYourEducationHowdoyouthinkyoureducationhaspreparedyouforthispositionWhatwereyourfavoriteclasses/activitiesatschoolWhydidyouchooseyourmajorDoyouplantocontinueyoureducationWhileeveryemployerwillhavehisownfavoriteinterviewfourofthemostcommonlyaskedare:TellmeaboutyourselfWhatareyourstrengthsandweaknessesWhatexperiencehaveyouhadthatqualifiesyouforthispositionWhyshouldwehireyouThefirstquestionisstraightforwardenoughandisintendedtoputtheintervieweeatease.Abriefdescriptionofexperiencesrelevanttothejobappliedforisenough.Theinterviewerisnotreallyaskingforyourlifestory.Beforetheinterviewprepareyourselfforthesecondquestionbyreviewingyouracademicorworkexperience.Mostpeoplearewellawareoftheirstrengthsbuthaveaproblemowninguptotheir快速看懂三大报表（资产负债表、损益表.现金流量表）文档说明:债表、损益表、现金流量表要想从会计报表中解读出会计信息，了解企业的财务状况，首先必须了解这三大主表的本文档深入浅出地介绍了三大主表的内容、结构、相关分析，帮助您掌握报表相关知识，并从中快速解读出最有用的会计信息，即时了解企业的财务状况

一、资产负债表资产负债表基于“资产=负债+所有者权益”这一恒等式编制，反映企业某一特定日期（如年末、季末或月末）所拥有或控制的经济资源、承担的现有义务和所有者对资产的要求权报表左方列示资产各项目，右方列示负债和所有者权益各项目，同时还提供年初数和期末数的比较资料左方资产各项目数额相加，得出企业在某一日期的资产总量，列示于报表左weaknesses.Thekeyhereisinthepresentation.ForexampleHIworkwellindependently.nmakesastrengthoutofbeingabadteamworker.Focussingonyourstrengthsforthelastquestionshouldhavepreparedyoutodiscusspositiveexperiencesthatqualifyyoufortheposition.Thefourthquestionismorethanjustanotherre-iterationofyourstrengthsandskills.Employersarenotonlyinterestedinpastworkexperience;theyalsowanttoknowyouarededicatedandcommittedthatyouarenotgoingtobeadisruptiveinfluenceandthatyouwillfitintothecompanyculture.Tohelpyouprepareforyourinterviewseehowmanyofthefollowingquestionsyoucananswercomfortablyandworkonthoseareaswhereyouarelessconfident.Themomentofthejobinterviewhascome.Youvedoneallthehardworkgotthequalificationssentintheimpressiveresumenowforthelasthurdle-theinterview.Yousittherewaitingforthebarrage.Theinterviewergazesatyouclearshisthroatand....Whyaren*tyouearningmoreatyourageWouldyouliketohavemyjobWhendoyouexpectapromotionWhatwasthelastbookyoureadHowdiditaffectyouWhatwouldyousayifItoldyouyourinterviewsofarislousyRateyourselfonascaleofonetotenTellmeafunnystoryHowdoyouratemeasaninterviewerPleaseanswernow.Nomatterhowhardyouhaveworkedorhowimpressiveyourresumeorexperiencemaybetheinterviewcanmakeorbreakyou.To-dayinterviewersaregettingmoreandmoresophisticatedintheartofinterviewing.Theyareusingwhatcanonlybedescribedastoughmeanandmoreandmorevarioustrickquestionstotestanddrawyouout.Yetthesecrettobeingsuccessfulatinterviewsisverysimplewhenyourealize:Thereareonlysomanycorequestionsandvariationsofthesamebasicquestionsthattheinterviewercanaskyou.Onceyoumasterthemyoullrealizethereisnothingtheinterviewercanthrowatyouthatyoucannotrespondinstantlyandconfidentlyto.Inoure-Coursetojobinterviewquestionswehavebroughttogethersomeofthetoughestandtrickiestquestionsthatanyinterviewercanthrowatyou.Witheachquestionwewillprovideyouwithasampleanswerandhowyoucanchangeittosuityourownrequirements.•Alsowewillexplaintoyouwhytheintervieweraskedthatparticularquestionandwhatheisreallytryingtofindout.Tocheckthefulllistofquestionswewillcoverclickhere.Thecourse.InstantAnswerstothemostdifficultinterviewquestionsisane-coursethatyoucandownloadontoyourcomputerintwominutesafteryouorder.Nowaiting.Nodelays![4:IfyoucouldstartyourcareeragainwhatwouldyoudodifferentlyNothing...IamhappytodaysoIdontwanttochangemypast.][5:WhatcareeroptionsdoyouhaveatthemomentnIseethreeareasofinterest...nRelatethosetothepositionandindustry.3・HowwouldyoudescribetheessenceofsuccessAccordingtoyourdefinitionofsuccesshowsuccessfulhaveyoubeensofar]Overthenextfewdaysitwillbecomeyourvitaltrainingguideasyouprepareforyourinterview.Ourspecial24ExpressService.Alsowhenyouorderoure-courseyoucane-mailourteamofcareerinterviewspecialistsatanytimeforanypersonalhelporguidance!Forexampleyoumayrequirehelpwithaspecificquestionyouareconvincedisgoingtobeasked.Ourteamwillanswerallquestionswithin24hours.ToughInterviewQuestionsYourCareerGoalsThinkcarefullyaboutyouranswerandrelateittoyourcareeraccomplishments.ToughInterviewQuestionsGeneralQuestionsTellmeaboutyou!Keepyouranswertooneortwominutes;don*tramble.Useyourresumesummaryasabasetostart.WhatdoyouknowaboutourcompanyDoyourhomeworkbeforetheinterview!Spendsometimeonlineoratthelibraryresearchingthecompany.Findoutasmuchasyoucanincludingproductssizeincomereputationimagemanagementtalentpeopleskillshistoryandphilosophy.Projectaninformedinterest;lettheinterviewertellyouaboutthecompany.WhydoyouwanttoworkforusDonttalkaboutwhatyouwant;firsttalkabouttheirneeds:Youwouldliketobepartofaspecificcompanyproject;youwouldliketosolveacompanyproblem;youcanmakeadefinitecontributiontospecificcompanygoals.WhatwouldyoudoforusWhatcanyoudoforusthatsomeoneelsecantRelatepastexperiencesthatshowyouvehadsuccessinsolvingpreviousemployerproblemsthatmaybesimilartothoseoftheprospectiveemployer.WhataboutthejoboffereddoyoufindthemostattractiveLeastattractiveListthreeormoreattractivefactorsandonlyoneminorunattractivefactor.WhyshouldwehireyouBecauseofyourknowledgeexperienceabilitiesandskills.WhatdoyoulookforinajobAnopportunitytouseyourskillstoperformandberecognized.Pleasegivemeyourdefinitionofa….Thepositionforwhichyouarebeinginterviewed.Keepitbrief—giveanaction-andresults-orienteddefinition.HowlongwouldittakeyoutomakeameaningfulcontributiontoourfirmNotlongatall—youexpectonlyabriefperiodofadjustmenttothelearningcurve.HowlongwouldyoustaywithusAslongaswebothfeelFmcontributingachievinggrowingetc.SillyInterviewQuestionsNotReally!Solidinterviewingskillsarecrucialtolandingagoodjob.Manypeopleworkverydiligentlyontheirresumeandcoverletterbutdon*tthinkaboutpreparingfortheinterview.Thisisastepthatyoushouldntignoreduringyourjobsearch.Mostofushavebeenoninterviewsduringwhichwewereaskedseeminglysillyquestions.Itsnearlyimpossibletoprepareyourselfforsuchquestions.Howevermanyinterviewersuseamethodcalledbehavioralscreeningandthisissomethingforwhichyoucanprepareyourself.Behavioralscreeningmeansthattheinterviewerwillaskquestionsdirectedtowardactualpastexperiencesyouhavehadinrelationtoasituation.Onesuchquestionmightbe:Givemeanexampleofatimewhenyouneededtoadjustquickly.Whatdidyoudoandhowdiditturnout1Beforeyoubegintoanswerthistypeofquestionkeepinmindthattheinterviewerdoesntwanttohearyouropinionorthewayyoutendtoact.Theywouldlikeyoutothinkofaspecificinstancefromyoupastwhichfitsthequestionstated.ThereforeresponsesthatbeginwithnIthink1IbelieveIamnornIwill”arenotappropriate.Whenyourespondtointerviewquestionsphrasedliketheexampleabovetheinterviewerwillbelookingforthefollowinginformation:1abriefdescriptionoftheproblemorsituation2youractionsand3resultsofyouractions.Manytimespeoplewhoarebeinginterviewedfeelthattheymusthaveananswerimmediatelyuponbeingaskedaquestion.Thisisnotthecaseforbehavioralinterviews.Theinterviewerexpectsthatyouwillneedtimetothinkinordertorememberaspecificpastexperience.Relaxandtelltheintervieweryouneedaminute-andtakethattimetoformulatethebestpossibleexample.Dontworryaboutaminuteortwoofsilence.Pausingtothinkismuchbetterthangivingapoorexample.Behavioraltypeanswersareagreatwaytocommunicatewhatyoucandoforapotentialemployer.Itmaybeinyourbestinteresttotaketimebeforetheinterviewtocomeupwithsomeexamplesofsituationswhichyouwanttoincludeifaskedsuchquestions.Evenifyouarenotaskedbehavioralquestionsworkingtheseexamplesintotheconversationwillhelptoimpresstheinterviewer.Someexamplesofcharacteristicsyoumaywanttopreparebehavioralexamplesforare;teamworkabilitytodealwithstressinitiativetenacityattentiontodetailfollow-throughcustomerserviceorientationtechnicalskillsandcommunicationskills.Thekeyistothinkaboutthetypesofcharacteristicsthatareimportanttoyourcareerfieldandprepareacoupleofbehavioralexamplesforeach.Ingeneralyoushouldberelievedwhenyouareaskedthesesortsofquestionsduringtheinterview.Behavioralinterviewingisanexcellentwaytoassurethattheinterviewerreallygetstoknowyouduringyourmeeting.Anotherbenefit-therearenotrickquestionswhensomeoneissimplyaskingyoutorecallwhatyouvedoneinthepast!ThisarticlepreviouslyappearedinNowHiring.TraditionalEmploymentInterviewQuestionsHereisalistofsampleinterviewquestionsjob-seekerscanexpectespeciallyatfirstmoretraditionalinterviews.Prepareanswerstothesequestionsbutdontmemorizeyouranswerssothatyoucomeoffsoundinglikearobot;inotherwordsbepreparedforthesequestionsandhaveanoutlineorscriptreadybutdon7worryaboutrememberingyouranswersword-for-word.Whatareyourlongrangeandshort-rangegoalsandobjectivesWhatspecificgoalsotherthanthoserelatedtoyouroccupationhaveyouestablishedforyourselfforthenexttenyearsWhatdoyouseeyourselfdoingfiveyearsfromnowTenyearsfromnowWhatdoyoureallywanttodoinlifeWhatareyourlong-rangecareerobjectivesHowdoyouplantoachieveyourcareergoalsWhatarethemostimportantrewardsyouexpectinyourbusinesscareerWhatdoyouexpecttobeearninginfiveyearsWhatdidyouchoosethecareerforwhichyouarepreparingWhichismoreimportanttoyouthemoneyorthetypeofjobWhatdoyouconsidertobeyourgreateststrengthsandweaknessesHowwouldyoudescribeyourselfHowdoyouthinkafriendorprofessorwhoknowsyouwellwoulddescribeyouWhatmotivatesyoutoputforthyougreatesteffortHowhasyourcollegeexperiencepreparedyouforabusinesscareerWhyshouldIhireyouWhatqualificationsdoyouhavethatmakeyouthinkthatyouwillbesuccessfulinbusinessHowdoyoudetermineorevaluatesuccessWhatdoyouthinkittakestobesuccessfulinacompanylikeoursInwhatwaysdoyouthinkyoucanmakeacontributiontoourcompanyWhatqualitiesshouldasuccessfulmanagerpossessDescribetherelationshipthatshouldexistbetweenthesupervisorandthosereportingtohimorherWhattwoorthreeaccomplishmentshavegivenyouthemostsatisfactionWhyDescribeyourmostrewardingcollegeexperienceIfyouwerehiringagraduateforthispositionwhatqualitieswouldyoulookforWhydidyouselectyourcollegeoruniversityWhatledyoutochooseyoufieldormajorstudyWhatcollegesubjectdidyoulikebestWhyWhatcollegesubjectdidyoulikeleastWhyIfyoucoulddosohowwouldyouplanyourstudydifferentlyWhyWhatchangeswouldyoumakeinyourcollegeoruniversityWhyDoyouhaveplansforcontinuedstudyAnadvanceddegreeDoyouthinkthatyourgradesareaindicationofyouracademicachievementWhathaveyoulearnedfromparticipatinginextra-curricularactivitiesInwhatkindofworkenvironmentareyoumostcomfortableHowdoyouworkunderpressureInwhatpart-timeorsummerjobshaveyoubeenmostinterestedWhyHowwouldyoudescribetheidealjobforyoufollowinggraduationWhydidyoudecidetoseekapositioninthiscompanyWhatdoyouknowaboutourcompanyWhattwoorthreethingsaremostimportanttoyouinyourjobAreyouseekingemploymentinacompanyofacertainsizeWhyWhatcriteriaareyouusingtoevaluatethecompanyforwhichyouhopetoworkDoyouhaveageographicpreferenceWhyWillyourelocateDoesrelocationbotheryouAreyouwillingtotravelAreyouwillingtospendatleastsixmonthsasatraineeWhydoyouthinkyoumightliketoliveinthecommunityinwhichourcompanyislocatedWhatmajorproblemhaveyouencounteredandhowdidyoudealwithitWhathaveyoulearnedfromyourmistakes方最后一栏，反映企业某一日期的资产总量企业资产又细分为流动资产、长期投资、固定资产、无形资产，其中流动资产再细分为货币资金、应收票据、应收账款、其他应收款、预付账款、存货、待摊费用、其他流动资产等货币资金又分为现金、银行存款、其他货币资金因此，要了解企业总共应有多少资产，只需要看资产负债表最后一列合计数，了解它的资产构成，只要看看报表左方列示的各项即可但是，企业的资产中究竟有多少属于所有者？看看资产负债表的右方就清楚了资产负债表右方上半部分是负债，分为流动负债与非流动负债（也称长期负债）流动负债又细分为短期借款、应付票据、应付账款、应付工资薪酬、应付股利、应交税金、其他应付款、其他流动负债等；非流动负债细分为长期借款、专项应付款、其他长期应付款等右方下半部分是所有者权益，细分为实收资本、资本公积、盈余公积、未分配利润等假设某企业资产负债表左方最后一列显示拥有资产100万，右方上半部分负债总额为60万，那么下半部分所有者权益总额就一定是40万这说明所有者拥有企业40%的资产，其余60%的资产是企业通过负债获得的，是需要偿还的所有者拥有的40%资产是企业的净资产，其中的实收资资本反映的是所有者投入的本金，资本公积主要由资本溢价、接受捐赠资产等形成，是由全体股东享有的资产；盈余公积和未分配利润属于企业的留存收益，其中盈余公积是企业按照规定从净利润中提取的各种积累资金，未分配利润是企业尚未进行分配的利润通过资产负债表，你还可以计算财务比率，分析企业的资产流动性、资金灵活性、偿债能力，评价企业的资本结构是否合理等比如，流动比率;流动资产/流动负债，该比率低，说明企业短期偿债能力强；资产负债率=负债总额/资产总额，计算产权比率=负债总额/所有者权益，这两个比率低，说明企业的长期偿债能力强其中，产权比率也是是衡量企业资本结构是否稳健的重要指标

二、利润表利润表也称损益表，是把一定期间的营业收入与同一会计期间相关营业成本、营业费用进行配比，从而计算出企业一定时期的净利润（或净亏损），反映企业一定期间生产经营成果在我国，企业一般采用多步式损益表格式第一步计算营业利润由营业收入减去为取得营业收入而发生的营业成本、营业税金及附加，以及同一期间的销售费用、管理费用和财务费用，再加上投资收益后得出第二步计算利润总额由营业利润加上营业外收入，减去营业外支出后得出第三步计算净利润，将应纳税所得额乘以适应的所得税税率得出所得税费用，用利润总额减去所得税费用后得出净利润注意应纳税所得额是按照税法规定计算的，与利润总额并非完全一致根据利润表，也可以计算相关财务比率，了解企业的经营业绩、盈利能力，分析企业生产经营的收益和成本耗费情况，分析和预测企业利润的发展变化趋势，评估投资的价值和报酬营业利润率二（主营业利润/营业收入）xlOO%该指标越高，说明企业商品销售额提供的营业利润越多，企业的盈利能力越强成本费用利润率=（利润总额/成本费用总额）xlOO%该指标越高，说明企业为取得利润而付出的代价越小，企业成本费用控制得越好，企业盈利能力越强结合资产负债表相关数据可进一步分析企业的盈利能力，比如总资产报酬率=（利润总额+利息支出）/平均资产总额xlOO%其中，平均资产总额=（期末资产总额+期初资产总额）/2该指标越高，表明企业的资产利用效益越好，企业的盈利能力越强，经营管理水平越高净资产收益率:净利润/平均净资产xlOO%其中，净资产是指所有者（或股东）权益，平均净资产由期初和期末所有者（或股东）股东权益平均而来该指标越高，表明企业自有资金获取收益的能力越强，对企业投资人、债权人的保障程度越高

三、现金流量表现金流量表是以现金为基础编制的财务状况变动表，反映企业一定时期内现金的流入和流出，表明企业获得现金的能力这里指的现金包括企业库存现金、可随时用于支付的存款以及有价证券等现金等价物现金流量表通常按照企业经营业务发生的性质将企业一定期间内产生的现金流归为三类⑴经营活动产生的现金流量经营活动是指企业投资活动和筹资活动以外的所有交易和事项，包括销售商品和提供劳务、经营性租赁、购买货物、接受劳务、制造产品、广告宣传、推销产品、交纳税款等经营活动产生的现金流从本质上代表了企业自身创造现金的能力，尽管企业可以通过对外筹资等途径取得现金流，但企业债务的偿还主要依靠经营活动取得的净现金流⑵投资活动产生的现金流量投资活动是指企业长期资产的购建和除现金等价物以外的投资及其处置活动⑶筹资活动产生的现金流量筹资活动是指导致企业资本及债务规模和构成发生变化的活动包括吸收投资、发行股票、分配利润等现金流量表可以清晰地反映出企业各类业务活动现金流量的流入数、流出数以及现金流的净额利用现金流量表，可以计算相关财务比率，分析企业现金变动情况及原因、企业偿债能力、未来现金获取能力，以及投资、筹资活动对经营成果和财务状况的影响比如企业自身创造现金能力的比率=经营活动产生的现金流量净额/总的现金流量净额这个比率越高，表明企业自身创造现金的能力越强，财力基础越稳固，偿债能力和对外筹资能力越强每股流通股的现金流量比率经营活动的净现金流量/流通在外的普通股数该比率越大，说明企业进行资本支出的能力越强另外，也可以结合资产负债表、损益表从现金流的角度来分析企业的偿债能力及盈利能力企业现金流量在很大程度上决定着企业的生存和发展能力即使企业有盈利能力，但如果现金流出现问题，企业正常的生产经营就会受到严重影响，偿债能力就减弱，直接影响企业的信誉乃至最终的生存，企业发展当然也无从谈起总结而言，你可以通过资产负债表、损益表和现金流量表从不同方面了解企业的财务状况、经营成果和现金流，并通过相关财务比率的计算分析，进一步了解企业的偿债能力、营运能力、盈利能力、发展能力等CaseQuestionsCasequestionsaremostcommonlyusedinconsultinginterviewsbuttheycanbeusedinothersituationssuchasininterviewsformarketingpositionswithconsumergoodscompanies.Simplyputacaseinterviewistheanalysisofabusinessquestion.Unlikemostotherinterviewquestionsitisaninteractiveprocess.Yourinterviewerwillpresentyouwithabusinessproblemandaskyouforyouropinion.Yourjobistoasktheinterviewerlogicalquestionsthatwillpermityoutomakeadetailedrecommendation.Themajorityofcaseinterviewersdonthaveaspecificanswerthatyouthecandidateareexpectedtogive.Whattheinterviewerislookingforisathoughtprocessthatisatonceanalyticalandcreative.Here*sasamplecasequestion:Youareadvisingacreditcardcompanythatwantstomarketaprepaidphonecardtoitscustomers.IsthisagoodideaYou:WhatistheroleofourcompanyDowesimplymarketthecardormustwecreatethemourselvesInterviewer:Thiscardwillbeco-marketedwithanoutsidephonecompany.Wedontneedtoperformtelecommunicationsfunctions.You:WhatareourexpensesconnectedwiththecardInterviewer:Wemustpay15centsforeveryminutewesell.Wealsohavetopay$

1.00asastart-upcostforthecardandcardsystems.You:WhatareourmarketingexpensesInterviewer:Wenormallyuseslipsofpaperthatareattachedtothebacksofourcreditcardpaymentenvelopes.Wesometimesalsosendcustomersadirectmailing-inaseparateenvelope.Orwecanhavetelemarketerscallselectedcustomers.You:WhatsthecostofeachofthesemarketingtechniquesandwhatistheirresponserateInterviewer:Telemarketershavea2percentresponserateandcost$

1.00percall.Directmailingscostus40centspermailingandhavea

0.50percentrateofresponse.Ourpaymentattachmentshavea

0.25rateofresponsebutonlycostus5centseach.You:Tmgoingtoassumewewillsellone-hourphonecards.Thatwillcostus$

9.00fortheminutesandadollarpercard-soeachcardcostsus$

10.Interviewer:Thatsoundsreasonable.You:Andwhatisourexpectedrevenueonaone-hourphonecardWhatisthecurrentmarketratefora60-minutephonecardInterviewer:Assumeits50centsaminute.You:Soifwesellthecardsfor$30wehavea$20profitminusourexpendituresonmarketing.Interviewer:WhatsourcoststructurelooklikeYou:Okayletsfigurethisout.Tosell1000cardsthroughtelemarketingwewouldneedtocontact50000people.Thatwouldcostus$

50000.Tousedirectmailwewouldhavetocontact200000thousandpeoplewhichat40centspermailingcostsus$

80000.Sincetheenvelopeinsertsaren*tveryreliablewewillneedtocontact800000peopleusingthatmethod.Butat5centseachitcostsonly$20000tosell1000cards.Wemake$20profitoneachcard.Butevenatthecheapestpromotionalvehicleat$20profitwewouldonlybreakevenbecauseourprofitson1000cardswouldbe$

20000.Weshouldntmarketthiscardunlesswecanfurthercutourmarketingcostsorincreasethepriceofthecard.Ifwecouldslicethecostoftheenvelopeattachmentsapennyorsoorsellthecardfor$35orconvinceourco-marketertoreduceourcostsitmightbeworthselling.Commonly-askedQuestionsCompaniesthesedayslookformorethanwhetheryoureawittyorespeciallycoolindividualwhenitcomestopersonality.Amongthecharacteristicshighestontheirlistareteamworkandinnovation.Theymaynotaskwhetheryouareateamplayerorcreative-doesntmeanyoushouldntgoaheadandtellthem.Butthenagainalotofinterviewerswillaskyououtright:tellmewhyyourpersonaltraitswillworkhere.WhyareyouapplyingforthispositionProbablythemostcommonlyaskedquestionatjobinterviews.Youneedtoconvinceyourinterviewerthatyouareenthusiasticaboutthejob.Tellmeaboutatimewhenyouusedinitiative/Givemeanexampleofwhenyoucameupwithaninnovativesolution/Givemeanexampleofatimeyouexceededexpectations.Inthisever-changingworldinwhichweworkemployeesaresupposedtobeinnovativetobeabletonthinkoutsideofthebox.Questionslikethesesuchasthewaytheinitiativequestionandexceededexpectationsnquestionsarewordedcanbeusedasopportunitiestotalkaboutcreativefaculties—pickaninstancewhenshowinginitiativemeantcomingupwithanout-of-the-ordinarysolution.Iseeonyourresumethatyouservedaschairpersonofsuch-and-suchcommittee.WhatwasthatexperiencelikeAlongwithinnovationemployersoftenlookforleadershipability.Ingeneralinterviewersarelookingforevidenceofawillingnesstolistenanabilitytogivefeedbackandafirmnesswhenitcomestogettingthingsdone.。