Câu hỏi phản biện (critical thinking) luôn là dạng câu hỏi yêu thích của nhà tuyển dụng, mặc dù đối với ứng viên, đối mặt với một câu hỏi phản biện quả thực không dễ chịu gì.
Làm thế nào để thấy đúng ý định của nhà tuyển dụng thông qua câu hỏi? Làm thế nào trả lời câu hỏi đó một cách rõ ràng và nhanh chóng?
Tất cả đều đòi hỏi phải thực hành, phải biết khả năng bạn sẽ gặp phải những câu hỏi như thế nào và lựa chọn cách trả lời tốt nhất.
Dưới đây là 16 câu hỏi phản biện bạn có thể găp trong quá trình phỏng vấn. Hãy tập làm quen, tư duy về dạng câu hỏi này nhé.
Dừng lại chút nào, nếu bạn đang #open_to_work, thử nghía qua các công việc đang tuyển trên Gamba nhé. Vào LINK NÀY để xem các job cần đến kỹ năng về Critical Thinking hoặc scan QR Code ở bên dưới nhé.
1. Tell me about a time when you had to convince your supervisor or team to use an alternative approach to solve a problem
Interviewers test your critical thinking skills by learning whether you can make decisions based on logic and then communicate your reasoning to persuade others to follow you. They want to see influential behaviors, such as using data to establish trust in your decision rather than supporting an idea based on opinions or feelings. When answering, provide an example of when you successfully convinced someone using evidence to back up your proposal.
Example:
“At my previous job, I regularly had to search for information within a company database and create a spreadsheet with the results. Traditionally, this was a manual process, but I discovered a way to automate it. I raised this new approach with my supervisor by explaining the program we would need to use and showing them how the process worked. I detailed how this automated method would save us time, enabling us to move onto more important tasks.
Because I had data to back up my suggestion, they implemented this solution. This change resulted in a more efficient and streamlined workflow for our team.”
2. Tell me about a time when you needed to make a decision quickly
Interviewers want to see how you approach decision-making when under pressure. A sign of strong critical thinking is the ability to maintain your use of logic and reasoning to make the right choice, even within time constraints. Answer this question with a situation where a quick decision resulted in a positive outcome.
Example #1
“One time, my manager had to leave the office an hour before a scheduled presentation. We did not want to cancel the meeting with our clients, which meant we had little time to determine who would take over presentation duties. Because I spent so much preparing with my manager and had the best idea of the points they wanted to make, we decided I was the best choice.
We also asked another manager who was more familiar with these negotiations to support me and help answer client questions. The clients were impressed with our presentation and ended up approving our proposal. My manager was so pleased with our quick thinking and results that they began trusting me to handle more client presentations in the future.”
Example #2
While I like to gather as much information as possible before making a decision, I recognize that deadlines will often make this unrealistic. Sometimes, it’s of vital importance to act quickly to stay ahead of a competitor or fast-track a project.
The first step is to assess the immediacy of the deadline; if it’s urgent, I know I have to make a decision ASAP. In this situation, I’ll quickly weigh up the pros and cons of each option and select the course of action that best aligns with the business goals.
While working in customer service, I routinely had to make on-the-spot decisions to select the best solution in different contexts. I always made sure to get a full picture of the customer’s needs, and then chose the most suitable action from the options available.
Having a strong background understanding of the area and a clear selection process allowed me to make the right call 99% of the time.
3. How would you handle a situation where you noticed your supervisor made an error in a report or presentation?
Interviewers want to see how you would handle a difficult and possibly uncomfortable situation with an authority figure. When responding to this question, explain what action you would take and the thought process behind your decision. Your answer should show the potential employer that you can take a professional approach.
Example:
“If I noticed a mistake in my supervisor’s work, I would wait until I could speak with them privately. I would then show them the mistake and offer to help them fix it. I believe having the conversation in private shows my supervisor that I respect them and their authority. My previous supervisors appreciated this honesty, and my last manager even had me perform the final review of all their drafted documents.”
4. Describe one of the most difficult decisions you have had to make at work
Interviewers ask this question to learn whether you have experience making decisions in challenging situations. Your answer should display your thought process behind a difficult choice, including how you used critical-thinking skills to determine your options and find the right solution.
Example #1
“At my last job, I helped set up a new learning platform for a specific department. We met with five vendors to provide online training, but I had to make the final decision on which one to hire. I compared the five vendors against requirements related to our budget and the needs of our learners. I also asked our stakeholders, who participated in the meetings with vendors and tested their content, which they liked best.
I chose the vendor who best met all of our requirements and was most popular with the stakeholders. As a result, we saw significant productivity improvement from our learners and received positive feedback on their training experiences.”
#2
As a manager, layoffs were among the toughest decisions I had to make in my previous role. In those situations, I had to put personal loyalties aside and make tough choices based on the needs of the business.
This involved a regimented process of ranking staff across several different criteria including merit, skills, and tenure. Ultimately, we favored staff with long-term potential, such as those with in-demand skills and a growth mindset.
The decisions were far from easy, but recognizing that someone had to make the call, I never shied away from them either. I think the best approach for any difficult work decision is to be objective, consult data, and consider the long-term impact.
5. How would you handle a situation where a colleague presented you with a new or unusual idea?
One of the key elements of critical thinking is open-mindedness. Potential employers want to see your ability to consider new ideas to improve processes or solve difficult problems, so give a specific example from your past. Your answer should also include how this open-mindedness benefited you and your work.
Example
“I once collaborated with a coworker on a project, and they suggested taking a completely different approach than I usually took. I asked them to walk me through their approach and explain how it has worked for them in the past. The steps they suggested taking seemed easier than mine, so we decided to use their method. As a result, we got the work done much faster than I usually do—and I found a new favorite approach for doing similar projects.”
6. How would you solve a disagreement among team members on how to approach a project?
You can develop your critical thinking abilities by evaluating opposing viewpoints and using them to form viable solutions. Looking at different sides of a situation can broaden your perspective, which can often lead to better solutions. Show the interviewers that you can make decisions that work best for your team.
Example #1
“In a team situation where there are opposing viewpoints, I ask everyone to present their idea and the reasoning behind it. Rather than just going by what is popular, I have the team look at the evidence or logic to determine which choice is the best for our needs. For example, I was on a team where there was disagreement on how often we should hold meetings on project progress updates.
At first, the majority wanted weekly meetings, but a few people were adamant about short, daily check-ins. After listening to the reasoning behind these ideas, our group determined that a daily 15-minute meeting would be more beneficial in keeping us on task. We found that this plan did not take away time from our responsibilities and helped us finish the project sooner because the frequent check-ins held us accountable for our assignments.”
Example #2
I think it’s great to hear different perspectives in the workplace, provided that they come from a well-meaning place. Listening to opposing viewpoints helps to refine my own opinion and can often bring the team to a middle ground from which more balanced decisions can be made.
A few months ago, a co-worker and I disagreed on how best to deliver a digital marketing campaign for a client. In short, he wanted to run paid search engine advertisements while I preferred to create content for the client’s company website.
After listening to his argument, I presented my case to show that content marketing was likely to yield a higher return on investment by showing case studies from previous clients in a similar field.
Eventually, we agreed to the content strategy, and allocated only a small slice of the budget to paid ads. Within a few weeks, the client had doubled the traffic on their website and was extremely satisfied with our project delivery.
Example #3
In this situation, I would first remind team members of the urgency of the task at hand and the need to move quickly. Next, I would write up a simple, straightforward list of the pros and cons of each available strategy, drawing attention to any potential risks that may be encountered.
I would then give team members a few minutes to consider each option and voice any additional queries they may have. If a clear consensus still cannot be reached at this point, I would take a vote to decide the strategy to move forward with.
I recognize that it’s not always possible to reach a clear agreement. But by stripping the situation back to the simple facts, at least everyone can make an informed and objective decision in a time-sensitive manner.
7. Have you ever anticipated potential problems and developed steps to avoid them?
Potential employers are interested in seeing whether you can look at a situation and anticipate potential challenges. This ability incorporates strong observational and problem-solving skills, which are essential to critical thinking. Your answer should show that you can identify issues and logically determine ways of resolving them before they even happen.
Example #1
“In my previous job, I was responsible for scheduling staff members. I knew that scheduling was more complicated during the holiday season. To combat this, I established procedures for requesting time off during that period that enabled me to set schedules further in advance. I also implemented a program that trained staff on how to complete the responsibilities of different jobs, which provided flexibility in the event of last-minute absences. As a result of these changes, I had a plan of action in place when scheduling difficulties arose. Our team felt prepared and avoided productivity disruptions.”
Example #2
Working as a retail store manager at the start of the COVID-19 pandemic, it immediately became obvious that our store would need to change certain procedures as infections picked up.
I decided to act quickly, investing in protective equipment for staff, implementing plastic screens at the checkouts, and rearranging the store layout early on in the pandemic to make the site more Covid-friendly for our customers and staff.
Our proactive approach resonated with customers, who appreciated the new measures while other stores in the local area remained slow to adapt. Our trading volume actually rose by around 25% compared to pre-pandemic levels. Staff also reported feeling safer in our monthly surveys.
It’s important to try and pre-empt risks in any business. To do this, I always consider the worst-case scenario that could affect the business and learn from competitors’ failures.
8. How do you handle making a decision when you don’t have all of the information?
Interviewers often want to see how you conduct your thinking process within certain limitations. Your answer should display how you were able to use logic and resourcefulness to come to a rational decision. When including an example in your response, focus on the thought process rather than the results.
Example #1
“I like to have as much information as possible when making decisions, though I realize this is not always realistic. In this situation, I would try to find as much information as I could and use context to fill in any missing areas.
I once had a question about a proposal for a client. My supervisor was not available, so I reviewed the client’s creative brief for insights. The brief provided enough information that I found a possible solution to my problem. When I made my presentation, I felt comfortable with what I had prepared and only received a few changes from the client.”
Example #2
I prefer to make decisions after taking in all of the facts, but I recognize that the need to act quickly will sometimes take priority. In these situations, I pore over all of the information available and use my intuition to fill in any gaps. This could be by drawing parallels to a similar task from the past or predicting future outcomes to map the best decision in the present.
I experienced this situation in my last job while writing a funding application with a very quick turnaround. The final section to complete before submission was the summary, where it was crucial to really sell our organization’s solution in a compelling and straightforward way.
My manager was unreachable at the time, so I decided to contact the head office to retrieve the summaries of our previous successful funding applications. Using these examples, I was able to craft a persuasive summary. A few weeks later, we were awarded the funding.
9. When solving a problem or completing a task, how do you determine when you need help from others?
Potential employers may ask about your ability to seek support from colleagues, as this can display that you can act sensibly to create optimal outcomes. Provide an example of a situation where you needed help, how you came to that decision and how it benefited you.
Example #1
“In the past, I have realized that some situations require support from others. I will make this decision when I recognize a task is too large to handle on my own or when I need additional viewpoints on an issue to find a solution.
Last year, I agreed to create a report for an internal client with a short deadline. As I worked on this report, I realized I would not be able to finish it in the given time and reached out to a coworker. With their help, we completed the report within the deadline, and the resulting product was much better than if I had rushed to complete it by myself.”
Example #2
When I’ve been given a task to complete independently, I try to avoid asking my co-workers for help as I know everyone is busy with their own work. Sometimes, though, it can be really useful to get a fresh pair of eyes to look over things when I’ve hit a wall in a project. Help is a two-way street, so I always try to make time to assist co-workers when I am asked.
About a year ago in my sales position, I was tasked with integrating invoices into a spreadsheet containing order history for different clients. Software isn’t my strong point, so I sought help from a member of the development team—someone with whom I had built a good rapport previously.
I knew this was something that would probably only take him 15 minutes, so I didn’t feel like too much of a burden when I asked for help. He duly completed the task, and the project could move forward. I had previously helped him before, and I also offered my support for anything he needed in the future.
10. How would you handle a situation where a colleague is having trouble understanding your process or solution?
For this specific example, you should discuss how you would take different learning styles into account to best communicate with the other person.
Example:
“When I notice that a colleague is having trouble understanding my explanation, I pause and ask how they are feeling so far. By doing this, I can learn where they began to get confused. Now I have a new starting point to build their knowledge upon and can adjust my explanation to suit their needs. This may require me to use visual aids or examples to relay the information or use language that is less technical depending on the type of learner.
I recognize that not everyone receives information or instruction in the same way, so I usually try to prepare a few methods of explanation beforehand. That way, if they need a visual aid, for example, then I can already have one ready to use.”
11. What work-related advice would you give to former employers?
This question gauges a candidate’s propensity to voice criticism, and whether they choose to express it in a constructive or negative way. There’s no real right or wrong answer here; candidates simply need to explain their suggestions thoughtfully and thoroughly.
Example
I’ve always tried to provide feedback to my bosses when it was appropriate to do so. Voicing criticism can be a tricky task, so I make an effort to frame the discussion in a constructive and non-malicious way.
One of my former bosses was particularly strong-willed, which sometimes made it difficult for the team to share new ideas. If we were able to show evidence of the potential of a new idea—using data, for example—he would be less dismissive than if we were to suggest it off the cuff. Over time, the boss grew more receptive to outside ideas rather than immediately shrugging them off.
In another company, some of my co-workers were dissatisfied as they felt undervalued by the boss. Rather than take this up with the boss directly, I raised the issue in the quarterly employee survey, suggesting that the senior leadership give more praise and recognition to high-performing staff in order to improve motivation and employee satisfaction.
12. How should friction between team members be dealt with?
Conflict resolution is a skill that can be hard to come by for hiring managers. In work environments with people of different opinions and values, it’s important to have someone who can defuse conflict situations with a proactive, patient, and impartial approach.
Example
When managed properly, I think that workplace disagreements can be healthy and help to promote a diversity of opinion. However, when they become personal, they serve no purpose and must be resolved immediately with fairness and good judgment.
In one of my previous roles as a team leader, conflict flared up between two coworkers after disagreeing on how to allocate the quarterly budget. At the first opportunity, I arranged a one-on-one chat with each colleague to understand their reasoning and try to reconcile both positions.
After the situation had been de-escalated, I brought the two together to talk it out in a calm and non-threatening space. With active listening and turn-taking techniques, they were able to settle their differences. I followed up regularly in the weeks after, and we were able to put the conflict behind us.
13. What is the most innovative work-related idea you have come up with? How did it benefit the organization?
This question asks candidates to consider a time when they have thought outside the box to deliver a new solution in a previous job. Having proactive problem-solvers in your organization will help it stay ahead of the curve.
Example
In one of my previous roles, I was placed in charge of a small workgroup tasked with finding a way to improve productivity and efficiency. Each member of the group seemed to have their own opinion of the best solution, but most entailed large expenses we could not afford.
Since management needed a low investment solution, I proposed adding two additional fifteen-minute breaks to the working day for employees to read a book, catch up on the news, or go for a walk around the block. This was because I knew many employees felt burnt out by the end of the day, and their work suffered as a result.
The team supported the idea, but management was hesitant at first. After presenting my argument, they agreed to trial the breaks for two weeks. By the second week, the results were clear: employees were working more effectively and they were more satisfied at work. Soon after, the new break system was implemented on a scale across the company.
14. How would you deal with a situation where a weak link in the team is affecting the quality of performance?
This question assesses the candidate’s ability not only to identify workplace problems but also their willingness to tackle them proactively. Strong candidates won’t shy away from having uncomfortable conversations, but will also be respectful and keep things confidential.
Example
If I noticed that a particular team member was disrupting the delivery of a project, I would look to offer solutions rather than point fingers. The first step would be to identify the cause of the team member’s poor performance.
If it was down to a lack of skills, I would suggest to the team leader in private that they receive appropriate training to help get them up to speed on the project. Alternatively, they could be reassigned to another area that they have greater expertise in.
If their performance was due to poor motivation, I would suggest that the employee be given personalized performance goals, assistance, and feedback. Encouragement, rather than criticism, should help the employee feel more motivated.
15. If you are given ten projects but only have time to complete three, how do you decide which three to work on?
Workers will often need to prioritize tasks based on their urgency and importance. In this situation, critical evaluation is necessary to distinguish the important from the less-important tasks using specific measures like time, effort, and value.
Example
If I had to manage multiple time-sensitive tasks, I’d first list them all together in a single document and order them based on the urgency of the deadlines. Second, I would flag any tasks which could feasibly be delegated to co-workers for completion.
From the remaining tasks, I would identify those which are both urgent and important. The next step would be to order these based on their value by considering which tasks have the most serious consequences for failing to complete them, and also which tasks have the highest ROI.
For example, missing a deadline for a brand-new client could be more damaging than missing one for a loyal client of many years, and whose project is less urgent. Using this process, I’d select the three tasks which:
- Only I can complete
- Are urgent
- Bring a lot of value to the business
16. You discover a new approach that could improve performance while saving resources, but it’s unpopular among your co-workers. How would you present your case to your manager?
Innovative thinkers can be great assets to your organization, but they’re of little value if they fail to defend their ideas when faced with disapproval. While other team members’ views should be respected, the strong candidate will be able to argue their case persuasively.
Example
Before putting the idea forward to the manager, I would find out more about the reasoning behind the team’s resistance. It could be that they don’t want to go through a new learning curve or are unconvinced by its benefits.
These insights would allow me to tweak my proposal so that it addresses my co-workers’ doubts. At this point, I would present the idea to my manager and explain that I am willing to support the team in adopting the new approach with presentations and training.
The support sessions would aim to overcome the team’s hesitation by showing how the new approach would benefit them in the long run. I’d also encourage anonymous feedback so that the new approach can be improved. Ultimately, I’d try to reach a place of mutual understanding with positive outcomes for everyone involved.
Gambaru tổng hợp.
