From this point of view, the seven main features of interviews for civil servants are described in this paper。
1. Correctness of views
In interviews with civil servants, the view was soul, the view was incorrect and everything was in vain. The correctness of views is the basis of interviews with civil servants, and for answers to be correct, there is a need to strengthen the learning of party guidelines and political, current affairs and doctrine。
Example: “you are the new deputy mayor, you have been assigned to subordinates in accordance with the decisions of the town government, and at the same time you have several subordinates who have given reasons for not being implemented, which makes you uncomfortable
The correct approach: to listen to the public's dissent, to investigate carefully and to understand all aspects of the situation, if the questions asked are valid, they may not be applied for the time being, they may not emphasize their face, they are impulsive and they are killed by a stick。
The wrong approach: to reflect “the new term of office, which should be characterized by `three fires', in order to establish their prestige, pressure can be exerted and no negative opinion allowed”。
Accuracy of elements
Each interview should begin by identifying the key elements of the answer and clearly describing the interview in several respects. Thinking is prepared in a way that is clear, precise, unambiguous, non-challenging and non-comprehensive, straightforward and focused。
Example: “how will you deal with a situation where, as a manager, you encounter a certain attitude of superiors in the course of your work, there are inconsistencies and contradictions with local realities?”
Three points can be made clear when thinking: first, to study carefully the spirit of instruction given by the superior, to learn the substance and to put the policy at risk; the second is to create a holistic vision, deploy and obey the general situation, based on consistency with the central party and prohibiting it; thirdly, recommendations for improvement and implementation may be made to the higher authority if it is found that there is a problem in the instructions from the higher authority that does not correspond to the local, departmental reality。
3. Logical nature of statements
One of the competencies of the civil service interview requirement testing is its ability to think logically, and in the preparation for thinking after hearing the interview, first requires the logic of thinking, then the logic of presentation, which requires a level of clarity, alignment and response. The answer is to conquer the examiner。
Example: “how can you deal with a situation in which, as a deputy, you think you are right and are not taken in when you are doing research with the principal leadership?”
In thinking, the following lines should be made clear:
The penalty shall be public and calm;
Second, there should be a comprehensive analysis of the validity and feasibility of their views;
Thirdly, statements could be further reflected to the lead leadership if it was recognized that it was practical;
Four are statements of reflection that still do not enjoy approval and support and that may be qualified and, in the case of significant issues, reflected to a superior。
In reply, one step at a time, one step at a time, and one step at a time, the views of the individual were drawn up to the same level, which added to the logic of the responses。
4. The dialectic of resolution
The answers to many interviews require a dialectic analysis — broad-mindedness and absoluteotyping, mostly using dialectics to assess and prevent one-sided and simplistic responses。
Example: “do you use the "no doubt" view when you use subordinates?”
The assessment of this issue should not simply be positive or negative. There is both a useful and a negative side to the dialectic of the ancient personality. The term “use no doubt” reflects a spirit of full trust, boldness and style that should prevail in the use of human beings, after examination, analysis and judgement, and that should be adapted, inspires the user and prompts him to develop a mental state of “death of the man who knows him”. But since the growth of the person used is influenced by a variety of factors and is constantly changing, and the theory of “no doubt” tends to look at things as dead, tends to hide them in a general manner and with merit, gives rise to indulgence, neglects measures of use, upbringing, education, examination, supervision, etc., and makes the use of the person in question a different way, so the correct use of human suspicion and suspicion is a rebuttal and should not be absolute。
5 theory’s deepness
The interviews of civil servants themselves have the characteristics of a theoretical test, and the answer should be theoretically high. For example, answers must be based on party policy, national laws and regulations, or famous names, or case-by-case data, all of which require some theoretical merit in order to be able to better quote, synthesize and raise the profile。
Example: “what do you think of the `end-of-the-life' system that is currently being applied to some units?”
The objective answer: “lockdown phase-out” is a transitional measure to the competition regime that can be tried on a trial basis, but is not one-size-fits-all, depending on the circumstances. Again, the “pension phase-out system” is not exactly the same as a competition mechanism. For larger and larger units, the competition mechanism is introduced initially. If implemented in small, small units, the effect is not necessarily good, as there are also small units, with almost all of them working hard, performing well, or even making a difference, which can lead to a situation of fear and tension。
Vi. Innovative perspectives
New ideas should be introduced in the interview for reflection, and in the new context, the success of interviews with civil servants would be better served by moving away from the old habit and generating new insights。
Example: "why can some of the units `three stinking leathersmiths race over one zhug,' while others are `three monks without water'?" you're about to take up your duties, and what will you do with the latter situation?”
After hearing the questions, we can begin with a brief reflection on the experience of the former unit, which is “showing through the game”, and then a reflection on the post-unit solution as required by the new situation. For example: (1) searching for root causes and stimulating synergies; (2) rational use of people, each doing its part; (3) clarity of duties, rewards and penalties; (4) job creation, introduction of competition mechanisms. In this way, the answers are closely linked to the current situation and are innovative。
7. Success of answers
The interviews were conducted in such a way as to improve the performance of all those who wanted to be better and more successful, so as to keep the points as high as possible. If the answer is successful, it should be open-minded and thoughtful。
For example: "it has been told that in ancient times there was a night hotel for a man named yannhui, and the woman in the store was freezing because of the cold, and that the woman in the store was holding her in her arms until dawn. To analyze this "sitting" story as an inspiration for leading cadres in politics."
The answer to this question is, of course, from the point of view that the leadership cadre should be good and decent. Beyond that, however, there are a number of revelations about the story that should be put forward in order to be more successful in answering the question of the purpose of the interview and to reflect the rich ideas of the candidates。
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