建国大业剧情shl-性格测试官网个人测试(适用社聘5年以上工作经验)附shl verbal 经典36题

2021年1月18日发(作者：成处士)

本测试报告为
SHL
官网免费练习报告，类别为性格测试。


鉴于广大社聘高大尚的
OFFER
都需要这个
SHL
测试 ，文库大量应届的测试资料，
本人在
SHL
官网亲测，报告贡献给各位，请勿完全模拟 ，职位和雇主不同，差异很大。

中文版免费测试入口已经关闭，估计国人作弊太多被迫叫停， 其他语言都可以进行
练习测试，题目
200
个小题，也是最符合于最不符合，不过是< br>4
选项，还有较符合和较
不符合可选。各位有时间可以对应各自测试类别深入研究。
Introduction
This report is designed to help you prepare for a Competency Based Interview.
Competency Based Interviews are increasingly being used by employers as they
have been shown to help make selection decisions more objective and effective.

and a Competency Based Interview aims to measure how likely you are to exhibit
these behaviours.
The questionnaire that you recently completed is designed to identify which of
these behaviours come easily to you and which ones you might find more difficult,
or have to work harder to achieve. This insight into your likely strengths and
weaknesses should aid your preparation for an interview.
Structure of this report
This report divides competencies that influence performance across many different
jobs into 8 broad areas. Each area is described in terms of its relevance and
importance to particular job functions. You can see examples of jobs where this
competency area is most relevant; and examples of what it means to demonstrate
this competency, or
For each competency area your potential has been assessed based on the
responses you gave to the questionnaire and is presented in terms of the likelihood
that this area is one of your strengths.
We have also included some example questions related to the 8 competency areas
that you might be asked in your job interview. Competency Based Interviews
usually involve situation-based questions, which target the specific behaviours that
you have displayed in a previous situation that are related to this competency. To
succeed in such an interview, you’ll need to have strong and relevant examples
which illustrate your behaviours in the past.

1

Your Competency Potential Report
When considering the description of your competency potential, it is important to
remember that it's based on the answers you gave and represents the way you
see your own behaviour, rather than how your behaviour might be seen by
someone else. The questionnaire is not infallible and, as with all questionnaires, its
accuracy depends on how honest and candid you were when you completed it.
This report summarises your potential in 8 broad areas of competence. It gives an
indication of your likely strengths and areas which you may require development.
It is important to remember that none of these behaviours are static and a low
score means that the behaviour is less likely to come naturally to you, but can
quite possibly become one of your strengths if you work on it!
Report Key
The overall likelihood of you displaying a strength in each area is shown in the bar
graphs on the right hand side of the report as shown below.
1
2
3
4
5


Unlikely
to
Less likely

be a
to be a
strength
strength

Moderately
likely
to be a
strength


Quite likely
to be
Very likely
to be a
a strength
strength

SHL Great 8 Competency areas
Leading and Deciding
Supporting and Co- operating
Interacting and Presenting
Analysing and Interpreting
Creating and Conceptualising
Organising and Executing
Adapting and Coping
Enterprising and Performing









































Competency Potential Summary
The table below shows a summary of your competency potential in the 8
competency areas assessed. Descriptions and example interview questions for
these 8 competency areas can be found on the next few pages of this report.
Leading and Deciding

Less likely to be a strength
1
2
3
4
5






These behaviours are important for roles of increased influence and responsibility, and
mostly associated with leadership and management. People in such roles need to be
prepared to make difficult decisions and take responsibility for them. When leading
other people, it is important to attend to both task- and person- side of issues. The
work of others has to be structured, organised and coordinated. At the same time,
managers need to support personal development, reward good performance and
motivate people to achieve work goals.
Example Roles where these behaviours are important:
- Managers/Supervisors
- Judges
- Company Directors
- Surgeons
- Politicians
- Military Officers

What Good Looks Like:
-
Acts decisively and takes responsibility.
- Is prepared to make difficult decisions and take calculated risks.
- Empowers, develops and motivates others.
- Defines roles and responsibilities and coordinates others.
- Recognises and rewards good performance and builds effective teams.

Example Interview Questions:
Outline a situation that required you to take a particularly quick and definitive
decision.
- What factors did you take into account when making your decision?
- How comfortable were you at having to make such a quick decision?
- How might your decision have been different if you had had more time to consider the
issues involved?
Tell me about a time when you had to take charge of a group of people in order
to achieve a particularly important outcome.
- How did it come about that you took this leadership role?
- How did others respond to you in this role?
- How would you describe your leadership style in this situation and how effective was it
on this occasion?
Give me an example of something you have done to bring out the best in
another person or when you created a learning opportunity for someone.
- How successful were you in your endeavour?
- What does empowerment mean to you as a manager?
- What skills would you like to improve to aid you to manage and set up learning
opportunities?
1

Supporting and Co-operating

Quite likely to be a strength
1
2
3
4
5






Understanding other people, being tolerant and sensitive to their feelings, and treating
them fairly and ethically are important behaviours when working in direct contact with
other people, such as colleagues, clients or customers. When working as part of a team
it is very important to support others and cooperate rather than compete. Expressing
sympathy and considering the emotional needs of others is a key aspect of this
behaviour.
Example Roles where these behaviours are important:
- Nurses
- Counsellors
- General Practitioners
- Retail Assistants
- Customer Service Workers
- Any job that involves working closely
with a team

What Good Looks Like:
- Puts the team first and offers support to other team members.
- Consults others and recognises their contributions.
- Understands other people, showing sympathy when necessary.
- Tolerates other people's views and needs.
- Acts ethically and treats people fairly.
- Provides service by responding to client needs, showing courtesy and dealing
appropriately with dissatisfied customers.
Example Interview Questions:
Give me an example of when you had to be particularly supportive to others in
a team.
- What factors did you consider when trying to decide how best to support them?
- How in touch do you think you were with their feelings and concerns?
- How did you identify what type of support was needed?
Tell me about the last time that you were faced by a moral or ethical dilemma
at work.
- How did you feel?
- How did you resolve the dilemma?
- What factors affected how you dealt with the situation?
Give me an example of a time when you had to satisfy a particular customer or
client need (this could be an internal or external 'customer').
- How did you ensure that you set and delivered to agreed timescales and delivery
standards with the customer?
- How did you make sure that the client/customer was fully satisfied with your work?
- How effectively do you think you satisfied the client's expectations?

Interacting and Presenting

Less likely to be a strength
1
2
3
4
5






In order to win people round to a particular point of view, as in sales-related roles, it is
important to make a good first impression, be confident, convincing and have good
presentation skills. More broadly, to interact successfully with others and build
productive relationships, one needs to be adaptable, take time to build and maintain
people networks, and deal tactfully with any disagreements.
Example Roles where these behaviours are important:
- Sales Agents
- Marketing Managers
- Lawyers/Barristers
- Recruitment Consultants
- Public Relations Managers
- Management Consultants
- Estate Agents

What Good Looks Like:
- Quickly establishes lasting and useful relationships with people.
- Successfully negotiates, mediates and persuades.
- Communicates and presents effectively, adapting style to suit the listener(s).
Example Interview Questions:
Tell me about a time when you found it difficult to build an effective working
relationship with a customer or colleague.
- How did you deal with this?
- What efforts did you make to understand the situation from other people's
perspective?
- To what extent did your relationship change?
Describe a situation where you had difficulty persuading someone around to
your point of view.
- Why did you try to persuade him/her?
- How successful were you?
- What did you do to try and persuade them and what would you do differently next
time?
Tell me about a time when you have had to present ideas or information in a
formal setting to others (such as a presentation to a group of people).
- How did you feel during the presentation?
- How did you decide what style to adopt in the presentation?
- How do you feel the presentation went, and what feedback did you receive?

Analysing and Interpreting

Less likely to be a strength
1
2
3
4
5






These behaviours are important for roles requiring good analytical skills. When working
with information or solving problems, it is important to evaluate and review critically
and produce solutions that are rational, practical and based on evidence.
Communicating information and ideas effectively in writing and sharing expertise with
others is essential for knowledge to disseminate through an organisation.
Example Roles where these behaviours are important:
- Economists
- Physicists
- Political Analysts
- Engineers
- Statisticians
- Computer Scientists
- Actuaries
- IT Analysts
- Business Analysts

What Good Looks Like:
- Gathers information and evaluates it critically
- Makes rational judgements and produces solutions to problems.
- Writes in an engaging style and adapts writing style to suit the intended reader.
- Shares information and expertise with others.
- Actively seeks to develop job knowledge and skills and to learn about the organisation
and its market.
Example Interview Questions:
Describe a judgement that you have had to make that required you to be
especially rational and objective.
- To what extent did your final judgement differ from your own initial view of the
situation?
- How typical was this of your usual approach when analysing issues or problems?
- What information did you collect to ensure that you remained objective?
What type of written documents do you produce in your current (most recent)
role?
- Which of these do you find most difficult or challenging to produce and why?
- How much do you enjoy this aspect of your work?
- How do you decide how to structure your written work and the level at which to pitch
it?
- What feedback have you received about your written communication at work?
When was the last time you attended any kind of training?
- What did it involve?
- How did you apply the information?
- What feedback did you receive after the training?

Creating and Conceptualising

Very likely to be a strength
1
2
3
4
5






Creativity and imagination are crucial for tasks and roles that require producing
something new and original. It is not only creativity that drives innovation, but also
providing the right environment for new ideas to flourish. All areas of work have
emerging knowledge or technology, and it is important to be open to these new ideas
and be keen to learn. Concentrating on the big picture and thinking about the long term
are also important for achieving ambitious, long term objectives.
Example Roles where these behaviours are important:
- Fashion Designers
- Product Designers
- Architects
- Choreographers
- Creative Writers
- Web Developers
- Biochemists
- Physicists
- Strategy Consultants

What Good Looks Like:
- Generates new ideas and readily considers new or unconventional approaches.
- Anticipates future trends and imagines future possibilities.
- Has a clear vision of long term goals and develops strategy to achieve them.
Example Interview Questions:
Give me an example of when you have shown creativity.
- Talk me through the processes that you went through when generating ideas or
alternatives. How many alternatives did you generate?
- How did you decide which idea or alternatives to apply in practice?
- How well did your idea(s) work in practice?
Give me an example of a time when you used a less common approach to work.
- Why did you choose to follow this approach?
- Why do you think your approach was different?
- What was the end result?
To what extent has your current (or previous) role allowed you to think
strategically?
- Describe the time- scales under which you typically plan and operate.
- How much do you enjoy planning in the longer term?
- Describe your role in a strategic planning process in which you have been involved.
- How do you go about balancing day-to-day issues with those that are more long term?

Organising and Executing

Quite likely to be a strength
1
2
3
4
5






All employers want people who are organised, conscientious, committed, follow rules
and can be relied upon to work on a task independently. These qualities are particularly
important for busy roles where accurate and reliable execution is the key. When
planning and managing projects, or scheduling and organising events, it is important to
prioritise, multitask and use time effectively. Delivering work of high quality requires
commitment, effort and an eye for detail.
Example Roles where these behaviours are important:
- Auditors
- Computer Systems Administrators
- Project Managers
- Aviation Inspectors
- Accountants
- Personal Assistants
- Facilities Managers
- Health and Safety Inspectors
- Production Managers

What Good Looks Like:
- Works towards high standards and constantly monitors and improves own
performance.
- Develops realistic and achievable plans breaking work down into manageable parts.
- Works systematically, setting objectives and prioritising effectively.
- Uses time efficiently and monitors progress against deadlines and milestones.
- Is committed to excellence and the organisation.
- Accepts direction and complies with rules.
- Is dependable and works well autonomously.
Example Interview Questions:
What is the most challenging project or piece of work that you have had to
organise?
- How did you structure the project and your planning of it?
- What made this project so challenging?
- Looking back, how could you have been better prepared or organised?
Give me an example of when you had to work to an important deadline.
- Why was this deadline so important and what did you do to ensure it was met?
- To what extent did you meet the deadline and all that it required?
- What feedback did you receive afterwards?
Can you tell me about a time when it was essential that you followed clear
policies or procedures?
- How typical is it for you to follow rules and procedures in a situation like this?
- How successful were you in following these policies and procedures closely?
- How do you feel when operating in areas that do not have such clear policies and
procedures?