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@ -6,7 +6,7 @@ seo_description: Learn how to answer collaboration behavioral interview question
social_title: Collaboration Behavioral Questions | GreatFrontEnd
---
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), **collaboration** is one of the 8 main categories of questions to prepare for.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), **collaboration** is one of the 8 main categories of questions to prepare for.
Collaboration questions are probably the most common behavioral questions asked in front end behavioral interviews, as they encompass a large number of related traits which can be grouped for ease of story/project preparation.
@ -19,7 +19,7 @@ In this guide, you will learn how to tackle them:
1. Possible nature of follow-up questions
1. Sample questions and answers
## Evaluation Criteria in Detail
## Evaluation criteria in detail
When rating candidates under this category, interviewers are often looking at the following criteria:
@ -30,33 +30,33 @@ When rating candidates under this category, interviewers are often looking at th
- Giving constructive feedback
- Active listening
## Abstracting Collaboration Questions
## Abstracting collaboration questions
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into **similar themes** and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into **similar themes** and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
Collaboration is such a theme which can group sub-requirements like communication, team work, adaptability and coachability. For each sub-requirement, we have summarized the common questions and also abstracted out the **traits that interviewers are looking out for across these questions**:
### Communication
#### Example Questions
#### Example questions
- Can you describe a time when you had to effectively communicate technical information to a non-technical audience and how you approached it?
- Can you describe a time when you had to adapt your communication style to effectively communicate with someone who had a different background or perspective?
- Can you give an example of a time when you had to communicate important information under time pressure or in a high-stress situation?
- How do you ensure that your message is understood and well-received by your audience?
#### Traits Interviewers Look Out For
#### Traits interviewers look out for
- Convey complex ideas simply
- Active listening
### Teamwork
#### Example Questions
#### Example questions
- Can you describe a past project where you had to work with a difficult stakeholder or teammate and how you dealt with it?
- Can you tell me about a time when you had to give constructive feedback to a team member or colleague?
- How do you approach working with team mates who are not meeting their deadlines or responsibilities?
- Can you tell me about a time when you had to give constructive feedback to a team member or coworker?
- How do you approach working with teammates who are not meeting their deadlines or responsibilities?
- Can you provide an example when you had to work with a team where there were disagreements between members?
- How do you handle working on a team with people who have different skill sets and personalities?
- Can you give an example of a time when you had to adapt to a team member's working style in order to complete a project successfully?
@ -64,14 +64,14 @@ Collaboration is such a theme which can group sub-requirements like communicatio
- Can you give an example of a time when you had to work on a team project and had to compromise with others to reach a solution?
- Can you describe a time when you had to collaborate with people from different departments or organizations to complete a project?
#### Traits Interviewers Look Out For
#### Traits interviewers look out for
- Working as a team
- Working with diverse working styles, skills and personalities
- Handling disagreements (others and own)
- Giving constructive feedback
## Suggested Answer Framework
## Suggested answer framework
As always, the [STAR format](https://www.indeed.com/career-advice/interviewing/how-to-use-the-star-interview-response-technique) is the simplest and most effective framework that we recommend to structure your story.
@ -79,100 +79,100 @@ Based on the abstraction above, we can see that interviewers are looking for spe
Ideally, you should select stories that can cover as much of the below traits as possible, so that you don't have to remember too many stories.
### Convey Complex Ideas Simply
### Convey complex ideas simply
1. First understand your audience's level of knowledge. Put yourself in their shoes, explain in their language.
1. Understand what they need to know (and want to know) and prioritize the key takeaways.
1. Only dive deeper where appropriate for important details.
1. Break down the idea into component parts.
1. Use visual aids, such as diagrams or charts.
1. Give examples.
1. First understand your audience's level of knowledge. Put yourself in their shoes, explain in their language
1. Understand what they need to know (and want to know) and prioritize the key takeaways
1. Only dive deeper where appropriate for important details
1. Break down the idea into component parts
1. Use visual aids, such as diagrams or charts
1. Give examples
Note: For communication, traits like conveying complex ideas simply and active listening may be evaluated through your actual interview performance instead - e.g. do you interrupt the interviewer, do you listen and understand their question correctly, do you communicate your thought process in an easy to digest manner.
**Note**: For communication, traits like conveying complex ideas simply and active listening may be evaluated through your actual interview performance instead - e.g. do you interrupt the interviewer, do you listen and understand their question correctly, do you communicate your thought process in an easy to digest manner.
### Active Listening
### Active listening
1. Focus on understanding rather than replying.
1. Withhold judgment until the person is done talking.
1. Use non-verbal cues to show that you are engaged.
1. Summarize and repeat back in your own words.
1. Ask clarifying questions.
1. Never interrupt.
1. Focus on understanding rather than replying
1. Withhold judgment until the person is done talking
1. Use non-verbal cues to show that you are engaged
1. Summarize and repeat back in your own words
1. Ask clarifying questions
1. Never interrupt
### Working as a Team
### Working as a team
1. Set clear goals and ensure that everyone understands them. Proactively seek alignment and perspectives.
1. Assign and communicate roles and responsibilities. Collaborate and delegate.
1. Set up regular progress check-ins and address blockers. Always include the appropriate stakeholders and share timely information with them.
1. Measure impact and recognize achievements.
1. Set clear goals and ensure that everyone understands them. Proactively seek alignment and perspectives
1. Assign and communicate roles and responsibilities. Collaborate and delegate
1. Set up regular progress check-ins and address blockers. Always include the appropriate stakeholders and share timely information with them
1. Measure impact and recognize achievements
### Working with Diverse Working Styles, Skills and Personalities
### Working with diverse working styles, skills, and personalities
1. Openly recognize unique perspectives and skills that each team member can bring to the table.
1. Encourage open and honest communication, and active listening.
1. Create a welcoming and supportive environment even to differences in opinions. Use them as opportunities to grow.
1. Proactively include a range of perspectives and voices in decision-making.
1. Provide equal opportunities to every team member, including access to channels, resources and support.
1. Openly recognize unique perspectives and skills that each team member can bring to the table
1. Encourage open and honest communication, and active listening
1. Create a welcoming and supportive environment even to differences in opinions. Use them as opportunities to grow
1. Proactively include a range of perspectives and voices in decision-making
1. Provide equal opportunities to every team member, including access to channels, resources and support
### Handling Disagreements
### Handling disagreements
1. Facilitate open and productive communication between relevant parties.
1. Frame conflict as a way to enhance teamwork and improve current solutions.
1. Facilitate open and productive communication between relevant parties
1. Frame conflict as a way to enhance teamwork and improve current solutions
1. Clarify the source of conflict (and whether there actually is conflict)
1. Give each party equal time to air out their views and concerns without judgment (assume positive intent). Set ground rules if needed to cultivate active listening and understanding. Pivot conversation away from emotions and towards solutions. Tactfully address unproductive dialogue.
1. Summarize and validate the standpoint from each party, reflecting back at them.
1. Identifying underlying sources of conflict between the standpoints.
1. Brainstorm and run through the options available to best meet common goals. (Show skill and logic in finding common ground). Use data and facts to drive resolution with others, weighing pros and cons, instead of just relying on opinions.
1. Agree on the best solution and determine each party's responsibilities. Bring in relevant parties to support resolutions.
1. Give each party equal time to air out their views and concerns without judgment (assume positive intent). Set ground rules if needed to cultivate active listening and understanding. Pivot conversation away from emotions and towards solutions. Tactfully address unproductive dialogue
1. Summarize and validate the standpoint from each party, reflecting back at them
1. Identifying underlying sources of conflict between the standpoints
1. Brainstorm and run through the options available to best meet common goals. (Show skill and logic in finding common ground). Use data and facts to drive resolution with others, weighing pros and cons, instead of just relying on opinions
1. Agree on the best solution and determine each party's responsibilities. Bring in relevant parties to support resolutions
### Giving Constructive Feedback
### Giving constructive feedback
1. Give the feedback in private.
1. Remind them of what you already appreciate of them.
1. Describe specific behaviors that were directly observed (not inferred) and can be changed, e.g. "did not study the documentation" versus "not prepared".
1. Describe the impact of said behaviors.
1. Point it out as an opportunity for growth rather than a fault.
1. Offer solutions.
### Sample Story
1. Give the feedback in private
1. Remind them of what you already appreciate of them
1. Describe specific behaviors that were directly observed (not inferred) and can be changed, e.g. "did not study the documentation" versus "not prepared"
1. Describe the impact of said behaviors
1. Point it out as an opportunity for growth rather than a fault
1. Offer actionable suggestions
Although there seem to be a large number of required traits, you can cover 90% of them with a very common situation that occurs in engineering teams:
- You had to work within a cross-functional team (e.g. with business stakeholders or product managers or designers) on a high pressure situation, where priorities and requirements were changing rapidly.
- There's a conflict of interest between business/design and engineering, such as business/design pushing (demanding) for tighter deadlines, while from engineering perspective rushing for those deadlines will result in large tech debt.
- You had to provide constructive feedback to business/design on the problem.
- In so doing, you needed to convey technical concepts to the non-technical audience.
- Further, you solicited feedback from them to understand how engineering could collaborate better to avoid this problem again. In so doing, you regularly ran through the list of demands or requirements with them to see if any could be dropped for faster engineering delivery. Additionally, you catered for their need on timeline accountability by providing regular updates.
- You had to work within a cross-functional team (e.g. with business stakeholders or product managers or designers) on a high pressure situation, where priorities and requirements were changing rapidly
- There's a conflict of interest between business/design and engineering, such as business/design pushing (demanding) for tighter deadlines, while from engineering perspective rushing for those deadlines will result in large tech debt
- You had to provide constructive feedback to business/design on the problem
- In so doing, you needed to convey technical concepts to the non-technical audience
- Further, you solicited feedback from them to understand how engineering could collaborate better to avoid this problem again. In so doing, you regularly ran through the list of demands or requirements with them to see if any could be dropped for faster engineering delivery. Additionally, you catered for their need on timeline accountability by providing regular updates
Add in specific details according to your situation.
#### Situation
## Sample story
- In my current job as front end engineer in a startup, I had to lead development on a highly urgent marketing project, working cross functionally with marketing and design.
- At some point, marketing had expected the feature to ship within the next week, but there was a significant roadblock from engineering due to dependencies on a partner API team whose deliverables were delayed due to recent departures of two senior members.
- The situation had become heated as marketing did not understand the roadblocks engineering had faced.
Here's a sample story using the STAR format.
#### Task
**Situation**
- I had to resolve the misunderstanding to ensure smooth working relationship between both teams.
- In my current job as front end engineer in a startup, I had to lead development on a highly urgent marketing project, working cross functionally with marketing and design
- At some point, marketing had expected the feature to ship within the next week, but there was a significant roadblock from engineering due to dependencies on a partner API team whose deliverables were delayed due to recent departures of two senior members
- The situation had become heated as marketing did not understand the roadblocks engineering had faced
#### Action
**Task**: I had to resolve the misunderstanding to ensure smooth working relationship between both teams
- In order to do so, I spoke to marketing privately and gave them time to clearly explain the urgency and concerns or misconceptions marketing might have towards engineering.
- I then explained the role of the partner teams, focusing specifically on their impact on the feature as opposed to complex technical information.
- In so doing, we were able to brainstorm different ways we could ship the feature even without the external dependencies.
- In parallel, I also spoke to the partner team's manager on the importance of the project to the company and the possibility of reprioritizing their work to help unblock us.
- Apart from that, I also solicited feedback on how engineering could better collaborate with marketing to avoid such misunderstandings in future.
**Actions**
#### Result
- In order to do so, I spoke to marketing privately and gave them time to clearly explain the urgency and concerns or misconceptions marketing might have towards engineering
- I then explained the role of the partner teams, focusing specifically on their impact on the feature as opposed to complex technical information
- In doing so, we were able to brainstorm different ways we could ship the feature even without the external dependencies
- In parallel, I also spoke to the partner team's manager on the importance of the project to the company and the possibility of reprioritizing their work to help unblock us
- Apart from that, I also solicited feedback on how engineering could better collaborate with marketing to avoid such misunderstandings in future
- Due to the tight collaboration between engineering and marketing, we were able to ship the feature in a timely manner.
- As marketing prioritized timelines and accountability, we started providing regular updates and discussed alternatives for every potential blocker.
- With this, every feature was successfully and smoothly delivered there after.
**Results**
## Possible Nature of Follow-up Questions
- Due to the tight collaboration between engineering and marketing, we were able to ship the feature in a timely manner
- As marketing prioritized timelines and accountability, we started providing regular updates and discussed alternatives for every potential blocker
- With this, every feature was successfully and smoothly delivered there after
As alluded to in our [behavioral interview preparation overview](/behavioral-interview-guidebook), interviewers are encouraged to rely more on follow-up questions to really understand the candidate's thought process and motivations, which typically fall under these categories:
## Possible nature of follow-up questions
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), interviewers are encouraged to rely more on follow-up questions to really understand the candidate's thought process and motivations, which typically fall under these categories:
- Why do you think you did (insert action)?
- Why did you not do (insert action)?
@ -191,9 +191,9 @@ For questions on collaboration, interviewers will most likely probe for question
- Were there any data and information which were leveraged in making the decision?
- Was there an analysis of each solution's pros and cons?
## Sample Collaboration Questions and Answers
## Sample collaboration questions and answers
The sample story above already answers most (12) of the example questions above. Questions which require slight modifications are covered below. If you haven't already, do review our [tips on your interview disposition](/behavioral-interview-guidebook) to increase your chances of setting a good impression.
The sample story above already answers most (12) of the example questions above. Questions which require slight modifications are covered below. If you haven't already, do review our [tips on your interview disposition](/behavioral-interview-playbook/introduction) to increase your chances of setting a good impression.
### How do you ensure that your message is understood and well-received by your audience?
@ -201,6 +201,6 @@ You could answer the question with a slight modification of the sample story, fo
> To ensure that my message is well understood, after explaining, I will provide a few examples to illustrate my points and also ask my audience a few questions to confirm their understanding. In a project I did a few months ago, I had to explain to the business team why and how an urgent feature had been delayed by external team API delays. To do so, I focused on the key takeaways that business needed — which was how the feature was impacted by such a delay, and utilized visual aids as well as used simple and clear language. I also gave examples while asking questions to ascertain their understanding of my explanation. This allowed the business team to understand the dependency well enough to brainstorm ways to deliver the feature even without the dependencies.
### How do you approach working with team mates who are not meeting their deadlines or responsibilities?
### How do you approach working with teammates who are not meeting their deadlines or responsibilities?
> Once it is clear that their behaviors may constitute a concerning pattern, I would let them know in a timely manner. For instance, I had a teammate on a project who had missed on bug fix timelines regularly, and once it happened a number of times, I scheduled a private meeting with him to talk to them about it. I focused on framing the conversation as a growth opportunity for him on top of what is already appreciated about them, which was his knowledge and mentorship as a senior developer. Instead of describing a general behavior such as "being late", I mentioned the specific tickets that were missed and the impact that had occurred from missing them, as well as its effect on the morale of the team. I then offered a few solutions, such as enacting a new reminder bot within the channel for tickets that were due soon. He was able to understand where I was coming from and our team was able to meet our deadlines much better after that.

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@ -190,7 +190,7 @@ Para perguntas sobre colaboração, os entrevistadores provavelmente farão perg
## Exemplos de Perguntas e Respostas sobre Colaboração
A história de exemplo acima já responde à maioria (12) das perguntas de exemplo acima. Perguntas que requerem pequenas modificações estão cobertas abaixo. Se você ainda não o fez, revise nossas [dicas sobre sua disposição para a entrevista](/behavioral-interview-guidebook) para aumentar suas chances de causar uma boa impressão.
A história de exemplo acima já responde à maioria (12) das perguntas de exemplo acima. Perguntas que requerem pequenas modificações estão cobertas abaixo. Se você ainda não o fez, revise nossas [dicas sobre sua disposição para a entrevista](/behavioral-interview-playbook/introduction) para aumentar suas chances de causar uma boa impressão.
### Como você garante que sua mensagem seja compreendida e bem recebida pelo seu público?

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@ -6,7 +6,7 @@ seo_description: 了解如何回答协作行为面试问题，适用于前端工
social_title: 协作行为问题 | GreatFrontEnd
---
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，**协作**是需要准备的 8 个主要问题类别之一。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，**协作**是准备的 8 个主要问题类别之一。
协作问题可能是前端行为面试中最常见的行为问题，因为它们包含大量相关的特质，这些特质可以分组以便于故事/项目准备。
@ -32,7 +32,7 @@ social_title: 协作行为问题 | GreatFrontEnd
## 抽象协作问题
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，为每个现有的行为问题专门准备答案是不切实际的。但是，通过将特定问题归入**相似的主题**并准备涵盖大量问题要求的故事情节，我们可以将需要准备的故事数量减少到大约 3-5 个故事。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，为每一个现有的行为问题具体准备答案是不切实际的。然而，通过将特定问题归入**相似的主题**，并准备涵盖大量问题要求的案例，我们可以将需要准备的案例数量减少到大约 3-5 个。
协作是这样一个主题，它可以将沟通、团队合作、适应性和可教练性等子要求组合在一起。对于每个子要求，我们总结了常见问题，并抽象出了**面试官在这些问题中寻找的特质**：
@ -54,15 +54,15 @@ social_title: 协作行为问题 | GreatFrontEnd
#### 示例问题
* 您能否描述一个您不得不与难以相处的利益相关者或队友合作的过去项目，以及您是如何处理的？
* 您能否告诉我您不得不向团队成员或同事提供建设性反馈的经历？
* 您如何与未能按时完成任务或履行职责的队友一起工作？
* 您能否提供一个您不得不与团队合作的例子，团队成员之间存在分歧？
* 您如何处理与拥有不同技能和个性的团队成员一起工作？
* 您能否举例说明您不得不适应团队成员的工作方式才能成功完成项目的情况？
* 您如何确保所有团队成员都能被听到，他们的想法在小组讨论中得到考虑？
* 您能否举例说明您不得不参与团队项目并与他人妥协以达成解决方案的情况？
* 您能否描述一下您不得不与来自不同部门或组织的人员合作以完成项目的情况？
* 你能描述一个你必须与难以相处的利益相关者或队友合作的过去的项目，以及你是如何处理的吗？
* 你能告诉我你必须给团队成员或同事建设性反馈的经历吗？
* 你如何与没有按时完成任务或没有履行职责的队友一起工作？
* 你能提供一个例子，说明你必须与团队合作，而团队成员之间存在分歧吗？
* 你如何处理与具有不同技能和个性的团队成员一起工作？
* 你能举一个例子说明你必须适应团队成员的工作方式才能成功完成项目吗？
* 你如何确保所有团队成员都能被听到，他们的想法在小组讨论中得到考虑？
* 你能举一个例子说明你必须参与一个团队项目，并且必须与他人妥协才能达成解决方案吗？
* 你能描述一下你必须与来自不同部门或组织的人合作完成一个项目吗？
#### 面试官寻找的特质
@ -81,98 +81,98 @@ social_title: 协作行为问题 | GreatFrontEnd
### 简单地传达复杂的想法
1. 首先了解您的听众的知识水平。设身处地为他们着想，用他们的语言解释。
2. 了解他们需要知道（和想要知道）什么，并确定关键要点的优先级。
3. 仅在适当的时候深入研究重要细节。
4. 将想法分解成组成部分。
5. 使用视觉辅助工具，例如图表或图表。
6. 举例说明。
1. 首先了解听众的知识水平。设身处地为他们着想，用他们的语言解释
2. 了解他们需要知道（并且想知道）什么，并确定关键要点的优先级
3. 仅在适当的时候深入了解重要细节
4. 将想法分解成组成部分
5. 使用视觉辅助工具，例如图表或图形
6. 举例说明
注意：对于沟通，像简单地传达复杂想法和积极倾听这样的特征可以通过您实际的面试表现来评估——例如，您是否打断面试官，您是否倾听并正确理解他们的问题，您是否以易于理解的方式传达您的思维过程。
**注意**：对于沟通，像简单地传达复杂想法和积极倾听这样的特质可能会通过你实际的面试表现来评估——例如，你是否打断面试官，你是否倾听并正确理解他们的问题，你是否以一种易于理解的方式传达你的思维过程。
### 积极倾听
1. 专注于理解而不是回复。
2. 在对方说完之前不要评判。
3. 使用非语言提示来表明您正在参与。
4. 用您自己的话总结并重复。
5. 提出澄清问题。
6. 永远不要打断。
1. 专注于理解而不是回复
2. 在对方说完之前不要评判
3. 使用非语言提示来表明你参与其中
4. 用你自己的话总结并重复
5. 提出澄清问题
6. 永远不要打断
### 团队合作
1. 设定明确的目标，并确保每个人都理解它们。主动寻求一致性和观点。
2. 分配和沟通角色和职责。协作和委派。
3. 建立定期的进度检查并解决障碍。始终包括适当的利益相关者，并及时与他们分享信息。
4. 衡量影响并认可成就。
1. 设定明确的目标，并确保每个人都理解它们。主动寻求一致性和观点
2. 分配和沟通角色和责任。协作和委派
3. 定期进行进度检查并解决障碍。始终包括适当的利益相关者，并及时与他们分享信息
4. 衡量影响并认可成就
### 与不同的工作方式、技能和个性合作
1. 公开承认每个团队成员可以带来的独特观点和技能。
2. 鼓励公开和诚实的沟通以及积极的倾听。
3. 即使对于意见分歧，也要创造一个受欢迎和支持的环境。将它们用作成长的机会。
4. 主动在决策中纳入各种观点和声音。
5. 为每个团队成员提供平等的机会，包括访问渠道、资源和支持。
1. 公开承认每个团队成员可以带来的独特观点和技能
2. 鼓励公开和诚实的沟通，以及积极的倾听
3. 创造一个欢迎和支持的环境，即使存在意见分歧。将它们用作成长的机会
4. 主动在决策中纳入各种观点和声音
5. 为每个团队成员提供平等的机会，包括访问渠道、资源和支持
### 处理分歧
1. 促进相关方之间的开放和富有成效的沟通。
2. 将冲突构建为增强团队合作和改进当前解决方案的一种方式。
1. 促进相关各方之间开放和富有成效的沟通
2. 将冲突作为增强团队合作和改进当前解决方案的一种方式
3. 澄清冲突的根源（以及是否真的存在冲突）
4. 给每一方同等的时间来表达他们的观点和担忧，而无需评判（假设积极的意图）。如果需要，设置基本规则以培养积极的倾听和理解。将对话从情绪转移到解决方案。巧妙地处理无效的对话。
5. 总结并验证每一方的立场，并向他们反映。
6. 找出立场之间的潜在冲突根源。
7. 集思广益并运行可用的选项，以最好地实现共同目标。（展示在寻找共同点方面的技能和逻辑）。使用数据和事实来推动与他人的解决方案，权衡利弊，而不是仅仅依赖于意见。
8. 同意最佳解决方案并确定每一方的责任。引入相关方以支持解决方案。
4. 给每一方同等的时间来表达他们的观点和担忧，而不加评判（假设积极的意图）。如果需要，设置基本规则以培养积极的倾听和理解。将谈话从情绪转移到解决方案。巧妙地处理无效的对话
5. 总结并验证每一方的立场，向他们反映
6. 找出立场之间的潜在冲突根源
7. 集思广益并运行可用于最好地实现共同目标的选项。（展示在寻找共同点方面的技能和逻辑）。使用数据和事实来推动与他人的解决方案，权衡利弊，而不仅仅是依赖意见
8. 同意最佳解决方案并确定各方的责任。引入相关方以支持解决方案
### 提供建设性反馈
### 给予建设性的反馈
1. 在私下提供反馈。
2. 提醒他们您已经欣赏他们的内容。
3. 描述直接观察到的（而不是推断的）并且可以改变的具体行为，例如“没有研究文档”与“未准备好”。
4. 描述上述行为的影响。
5. 将其指出为成长的机会，而不是错误。
6. 提供解决方案。
### 案例故事
1. 在私下给予反馈
2. 提醒他们你已经欣赏他们的哪些方面
3. 描述直接观察到的（而不是推断的）并且可以改变的具体行为，例如“没有学习文档”而不是“没有准备好”
4. 描述上述行为的影响
5. 将其指出为成长的机会而不是错误
6. 提供可行的建议
尽管似乎有大量所需的特质，但您可以通过工程团队中非常常见的情况来涵盖其中的 90%：
* 您必须在一个跨职能团队（例如，与业务利益相关者或产品经理或设计师）中处理高压情况，在这种情况下，优先级和需求变化很快。
* 业务/设计和工程之间存在利益冲突，例如业务/设计推动（要求）更紧的截止日期，而从工程角度来看，为了这些截止日期而仓促行事将导致大量的技术债务。
* 您必须向业务/设计提供关于该问题的建设性反馈。
* 在这样做时，您需要向非技术受众传达技术概念。
* 此外，您向他们征求反馈意见，以了解工程部门如何更好地协作以避免再次出现此问题。 在这样做时，您定期浏览需求或要求的列表，看看是否可以删除任何需求以加快工程交付速度。 此外，您还满足了他们对时间线问责制的需求，提供了定期更新。
* 你不得不在一个跨职能团队中工作（例如，与业务相关者或产品经理或设计师）在高压情况下，优先事项和要求变化迅速
* 业务/设计和工程之间存在利益冲突，例如业务/设计推动（要求）更紧的截止日期，而从工程角度来看，赶工这些截止日期将导致大量的技术债务
* 你必须向业务/设计提供关于该问题的建设性反馈
* 在这样做时，你需要向非技术受众传达技术概念
* 此外，你向他们征求反馈意见，以了解工程部门如何更好地协作以避免再次出现此问题。 在这样做时，你定期与他们一起检查需求或要求的清单，看看是否可以删除任何需求以加快工程交付。 此外，你满足了他们对时间线问责制的需求，提供了定期更新
根据您的情况添加具体细节。
#### 情境
## 案例故事
* 在我目前作为一家初创公司的前端工程师的工作中，我必须领导一个高度紧急的营销项目的开发，与营销和设计部门进行跨职能合作。
* 在某个时候，营销部门预计该功能将在下周内发布，但由于依赖于合作伙伴 API 团队，工程部门遇到了重大障碍，该团队的交付由于最近两名高级成员的离职而延迟。
* 这种情况变得激烈，因为营销部门不了解工程部门面临的障碍。
这是一个使用 STAR 格式的案例故事。
#### 任务
**情境**
* 我必须解决误解，以确保两个团队之间的工作关系顺利。
* 在我目前作为一家初创公司的前端工程师的工作中，我不得不领导一个高度紧急的营销项目的开发，与营销和设计进行跨职能合作
* 在某个时候，营销部门希望该功能在下周内发布，但由于依赖于合作伙伴 API 团队，工程部门遇到了重大障碍，由于最近两名高级成员的离职，该团队的交付被推迟
* 这种情况变得激烈，因为营销部门不理解工程部门面临的障碍
#### 行动
**任务**：我必须解决误解，以确保两个团队之间的顺利合作关系
* 为了做到这一点，我私下与营销部门进行了交谈，并给他们时间清楚地解释营销部门可能对工程部门的紧迫性、担忧或误解。
* 然后，我解释了合作伙伴团队的作用，重点是他们对该功能的影响，而不是复杂的技术信息。
* 在这样做时，我们能够集思广益，讨论即使没有外部依赖关系，我们也可以发布该功能的各种方法。
* 与此同时，我还与合作伙伴团队的经理讨论了该项目对公司的重要性以及重新调整其工作优先级的可能性，以帮助我们解除障碍。
* 除此之外，我还征求了关于工程部门如何更好地与营销部门合作以避免将来出现此类误解的反馈意见。
**行动**
#### 结果
* 为了做到这一点，我私下与市场营销部门进行了沟通，并给他们时间来清楚地解释市场营销部门可能对工程部门的紧迫性、担忧或误解
* 然后，我解释了合作伙伴团队的作用，重点介绍了他们对该功能的影响，而不是复杂的的技术信息
* 通过这样做，我们能够集思广益，即使没有外部依赖关系，我们也可以用不同的方式发布该功能
* 与此同时，我还与合作伙伴团队的经理沟通了该项目对公司的重要性，以及重新调整他们的工作优先级以帮助我们解除障碍的可能性
* 除此之外，我还征求了关于工程部门如何更好地与市场营销部门合作以避免将来出现此类误解的反馈意见
* 由于工程部门和营销部门之间的紧密合作，我们能够及时发布该功能。
* 由于营销部门优先考虑时间表和问责制，我们开始提供定期更新，并讨论了每个潜在障碍的替代方案。
* 这样，此后每个功能都成功顺利地交付了。
**结果**
## 可能的后续问题性质
* 由于工程和营销之间的紧密合作，我们能够及时发布该功能
* 由于营销部门优先考虑时间表和问责制，我们开始提供定期更新，并讨论了每个潜在障碍的替代方案
* 这样，此后每个功能都成功顺利地交付
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中所暗示的那样，鼓励面试官更多地依赖后续问题来真正了解候选人的思维过程和动机，这些通常属于以下类别：
## 后续问题的可能性质
正如我们在 [行为面试准备概述](/behavioral-interview-playbook/introduction) 中提到的，鼓励面试官更多地依赖后续问题来真正了解候选人的思维过程和动机，这些问题通常属于以下几类：
* 你认为你为什么做了（插入动作）？
* 你为什么没有做（插入动作）？
@ -191,9 +191,9 @@ social_title: 协作行为问题 | GreatFrontEnd
* 在做出决定时，是否利用了任何数据和信息？
* 是否对每个解决方案的优缺点进行了分析？
## 协作示例问题和答案
## 协作问题的示例和答案
上面的示例故事已经回答了上面大多数（12 个）示例问题。 需要稍作修改的问题将在下面介绍。 如果您尚未这样做，请查看我们的 [关于面试倾向的提示](/behavioral-interview-guidebook)，以增加您留下良好印象的机会。
上面的案例故事已经回答了上面大多数（12 个）示例问题。 需要稍作修改的问题将在下面介绍。 如果你还没有，请查看我们的 [关于面试倾向的提示](/behavioral-interview-playbook/introduction)，以增加你留下良好印象的机会。
### 您如何确保您的信息被受众理解和接受？
@ -201,6 +201,6 @@ social_title: 协作行为问题 | GreatFrontEnd
> 为了确保我的信息被很好地理解，在解释之后，我将提供一些例子来说明我的观点，并向听众提出一些问题来确认他们的理解。 在几个月前的一个项目中，我不得不向业务团队解释为什么以及如何由于外部团队的 API 延迟而导致紧急功能被延迟。 为此，我重点关注了业务团队需要了解的关键内容——即该功能如何受到这种延迟的影响，并利用视觉辅助工具以及简单明了的语言。 我还举例说明，同时提出问题以确定他们对我的解释的理解程度。 这使得业务团队能够很好地理解依赖关系，从而即使没有依赖关系，也能集思广益地交付该功能。
### 你如何与未能按时完成任务或履行职责的队友一起工作？
### 你如何与未按时完成任务或未履行职责的队友合作？
> 一旦明确他们的行为可能构成令人担忧的模式，我就会及时让他们知道。 例如，我有一个项目团队成员经常错过修复错误的期限，一旦发生多次，我就会安排与他进行私人会议，与他们谈论此事。 我侧重于将谈话框定为他在他已经受到赞赏的方面（即他作为高级开发人员的知识和指导）之上的一个成长机会。 我没有描述诸如“迟到”之类的普遍行为，而是提到了错过的具体票证以及错过它们所产生的影响，以及它对团队士气的影响。 然后，我提供了一些解决方案，例如在渠道内制定一个新的提醒机器人，用于即将到期的票证。 他能够理解我的出发点，并且在那之后，我们的团队能够更好地按时完成任务。

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social_title: Growth Mindset Behavioral Questions | GreatFrontEnd
---
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), **growth mindset** is one of the 8 main categories of questions to prepare for.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), **growth mindset** is one of the 8 main categories of questions to prepare for.
In this guide, you will learn how to tackle them:
@ -15,74 +15,74 @@ In this guide, you will learn how to tackle them:
1. Suggested answer framework
1. Sample questions and answers
## Evaluation Criteria in Detail
## Evaluation criteria in detail
When rating candidates under this category, interviewers are often looking at the following criteria:
When evaluating candidates under this category, interviewers are often looking at the following criteria:
- Having self awareness of strengths and development areas.
- Actively soliciting feedback from others and creating feedback loops.
- Taking feedback and setbacks well, viewing them as opportunities.
- Takes personal accountability for failures.
- Reflecting, modeling best practices and applying lessons to new situations.
- Energized by setting and working towards challenging goals.
- Proactively learning new skills and applying to work.
- Having self awareness of strengths and development areas
- Actively soliciting feedback from others and creating feedback loops
- Taking feedback and setbacks well, viewing them as opportunities
- Takes personal accountability for failures
- Reflecting, modeling best practices and applying lessons to new situations
- Energized by setting and working towards challenging goals
- Proactively learning new skills and applying to work
## Abstracting Growth Mindset Questions
## Abstracting growth mindset questions
### Common Questions
### Common questions
- What do you think is your greatest area for improvement?
- Can you tell me about a time you improved upon your work upon receiving criticism or feedback?
- Tell me about a time you set a difficult goal for yourself and achieved it.
- Tell me about a time you learnt a new skill outside of work and applied it to your work.
- Tell me about a time you learnt a new skill set after observing others leveraging it to great success.
- Tell me about a time you set a difficult goal for yourself and achieved it
- Tell me about a time you learnt a new skill outside of work and applied it to your work
- Tell me about a time you learnt a new skill set after observing others leveraging it to great success
- How do you stay up to date on the latest front end technologies and techniques?
- Can you provide an example of a time when you had to adapt to a new technical environment or framework?
- Imagine you need to implement a new system that you do not have much experience with. What steps do you take to gather information and ensure successful execution?
### Themes Identified
### Themes identified
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into similar themes and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into similar themes and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
These are the themes which seem to recur:
- Receiving and managing feedback.
- Mindset towards challenges and stretch goals.
- Continued learning.
- Receiving and managing feedback
- Mindset towards challenges and stretch goals
- Continued learning
## Suggested Answer Framework
## Suggested answer framework
As always, the [STAR format](https://www.indeed.com/career-advice/interviewing/how-to-use-the-star-interview-response-technique) is the simplest and most effective framework that we recommend to structure your story.
Here are our recommended approaches for each identified theme, with which you can structure your story around:
### Receiving and Managing Feedback/Setbacks
### Receiving and managing feedback/setbacks
1. Actively solicit feedback from others where possible e.g. after every large project.
1. Take personal accountability for mistakes and produce an action plan to address them.
1. Actively solicit feedback from others where possible e.g. after every large project
1. Take personal accountability for mistakes and produce an action plan to address them
1. Have a healthy mindset towards feedback / setbacks
1. View them as opportunities to improve yourself
1. Focus on being constructive and solutions-focused than emotions-driven.
1. Take steps to reflect upon past experiences in order to model best practices and put them into action in the next relevant situation.
1. Focus on being constructive and solutions-focused than emotions-driven
1. Take steps to reflect upon past experiences in order to model best practices and put them into action in the next relevant situation
### Mindset Towards Challenges / Stretch Goals
### Mindset towards challenges / stretch goals
1. Derive energy from setting and working towards stretch goals, seeing them as opportunities for growth.
1. Display consistency and discipline in following through with detailed plan.
1. Derive energy from setting and working towards stretch goals, seeing them as opportunities for growth
1. Display consistency and discipline in following through with detailed plan
### Continued Learning
### Continued learning
A good answer combines a consistent schedule and effort placed into learning, as well as how the learning was proactively applied to work. e.g. "I learned about X because I was doing Y. This impacted the way that I was tackling Z at work because it made me realize W and V".
The points below are key ideas you can structure your answer around technical learning; however, you should still add on concrete examples of events, newsletters or communities you have actually participated in, to showcase your willingness to keep up with trends.
1. Follow relevant blogs, newsletters, podcasts that cover the latest developments in front end technologies and techniques. Give some examples (which you do actually follow) and the content or tech they provide.
1. Twitter Influencers
1. [Dan Abramov](https://twitter.com/dan_abramov) — Co-creator of Redux, React core team.
1. [Evan You](https://twitter.com/youyuxi) — Creator of Vue.js and Vite.
1. [Rich Harris](https://twitter.com/Rich_Harris) — Creator of Svelte and Rollup.
1. [Kent C. Dodds](https://twitter.com/kentcdodds) — Popular React ecosystem course creator.
1. [Josh W. Comeau](https://twitter.com/JoshWComeau) — Popular front end course creator.
1. Front End Influencers
1. [Dan Abramov](https://twitter.com/dan_abramov) — Co-creator of Redux, React core team
1. [Evan You](https://twitter.com/youyuxi) — Creator of Vue.js and Vite
1. [Rich Harris](https://twitter.com/Rich_Harris) — Creator of Svelte and Rollup
1. [Kent C. Dodds](https://twitter.com/kentcdodds) — Popular React ecosystem course creator
1. [Josh W. Comeau](https://twitter.com/JoshWComeau) — Popular front end course creator
1. Blogs & Magazines
1. [CSS-Tricks](https://css-tricks.com/)
1. [ui.dev](https://ui.dev/)
@ -96,7 +96,7 @@ The points below are key ideas you can structure your answer around technical le
1. Experiment and build projects using the latest technologies and techniques. This could involve building small projects on your own or contributing to open source projects.
1. Stay engaged with the broader front end development community by participating in online forums, following relevant Twitter accounts and hashtags, and joining local user groups or meetups.
## Sample Questions and Answers
## Sample questions and answers
### How do you stay up to date on the latest front end technologies and techniques?
@ -108,25 +108,25 @@ The points below are key ideas you can structure your answer around technical le
This answer uses the STAR technique in a subtle fashion and demonstrates many qualities interviewers would like to see in candidates:
- **Passion**: Keen to learn more about front end domain.
- **Growth**: Identified that the lack of growth would be a problem.
- **Initiative**: Acted on the problem of lack of growth.
- **Problem solving**: Thought of ways to solve the lack of growth, and executed on it.
- **Building camaraderie**: Rallying like minded folks for a common cause.
- **Helps improves others**: Created Slack channels for sharing knowledge and supporting others.
- **Passion**: Keen to learn more about front end domain
- **Growth**: Identified that the lack of growth would be a problem
- **Initiative**: Acted on the problem of lack of growth
- **Problem solving**: Thought of ways to solve the lack of growth, and executed on it
- **Building camaraderie**: Rallying like minded folks for a common cause
- **Helps improves others**: Created Slack channels for sharing knowledge and supporting others
### Can you provide an example of a time when you had to adapt to a new technical environment or framework?
> When I joined my current company back in 2019, I was fresh out of college and had no experience with the front end stack that the company was using, which used React, Apollo, Styled Components, TypeScript for their front end stack and a Django + GraphQL back end. Back in college, I was mainly using Vue.js for front end development as it was the JavaScript framework of choice taught in the web development class and haven't used GraphQL before.
>
> It was definitely a huge learning curve for me at the start and I was really afraid of underperforming due to my unfamiliarity with the tech stack. Thankfully I had a mentor who gave me a lot of guidance on the tech stack and came up with a number of onboarding tasks which progressively got harder. I first spent a few days reading the documentation websites of the technologies and trying out the examples on their websites. I made it a point to understand the problems that these libraries were solving and how they were better than prior art because I think knowing that is important for fully appreciating the library and using the right tool for the right job. I also looked up some resources that compared Vue.js to React, as they were quite similar yet had some differences. That helped me to learn React faster (fully grasping React hooks still took me some time though). When I had time at nights or on weekends, I'd explore building small projects using these new technologies and also rebuild my personal blog using Gatsby (because it used both React and GraphQL).
> It was definitely a huge learning curve for me at the start and I was really afraid of underperforming due to my unfamiliarity with the tech stack. Thankfully I had a mentor who gave me a lot of guidance on the tech stack and came up with a number of onboarding tasks which were progressively harder. I first spent a few days reading the documentation websites of the technologies and trying out the examples on their websites. I made it a point to understand the problems that these libraries were solving and how they were better than prior art because I think knowing that is important for fully appreciating the library and using the right tool for the right job. I also looked up some resources that compared Vue.js to React, as they were quite similar yet had some differences. That helped me to learn React faster (fully grasping React hooks still took me some time though). When I had time at nights or on weekends, I'd explore building small projects using these new technologies and also rebuild my personal blog using Gatsby because it used both React and GraphQL.
>
> Within two months, I felt like I had learnt so much and was comfortable with most of the code base. I could build end to end features without much guidance from my mentor. To help future new employees who might face the same onboarding challenge, I jotted down my learnings in our internal wiki along with links to the best resources for learning the topic. My manager was surprised by the initiative and commended me for that. Today, it is part of our official engineering onboarding resource and I update it every once in a while. A few new joiners have also thanked me for sharing my knowledge in the wiki and making their onboarding process smoother.
> Within two months, I felt like I had learnt so much and was comfortable with most of the code base. I could build full stack features without much guidance from my mentor. To help future new employees who might face the same onboarding challenge, I jotted down my learnings in our internal wiki along with links to the best resources for learning the topic. My manager appreciated the initiative and commended me for that. Today, it is part of our official engineering onboarding resource and I update it every once in a while. A few new joiners have also thanked me for sharing my knowledge in the wiki and making their onboarding process smoother.
Analysis of the answer:
- **Coachable**: Follows guidance/suggestions by the mentor.
- **Problem solving**: Came up with a few ways to help themselves onboard faster.
- **Initiative**: Initiative to start the wiki.
- **Empathy**: See that others might face the same issues and started the wiki.
- **Helps improves others**: Newjoiners benefit from the wiki.
- **Coachable**: Follows guidance/suggestions by the mentor
- **Problem solving**: Came up with a few ways to help themselves onboard faster
- **Initiative**: Initiative to start the wiki
- **Empathy**: See that others might face the same issues and started the wiki
- **Helps improves others**: New joiners benefit from the wiki

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@ -39,7 +39,7 @@ Ao avaliar candidatos nesta categoria, os entrevistadores geralmente estão obse
### Temas Identificados
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), it is impractical to prepare answers specifically for every behavioral question out there. No entanto, ao agrupar perguntas específicas em temas semelhantes e preparar histórias que cubram um grande número de requisitos de perguntas, podemos reduzir o número de histórias a serem preparadas para cerca de 3-5 histórias.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), it is impractical to prepare answers specifically for every behavioral question out there. No entanto, ao agrupar perguntas específicas em temas semelhantes e preparar histórias que cubram um grande número de requisitos de perguntas, podemos reduzir o número de histórias a serem preparadas para cerca de 3-5 histórias.
Esses são os temas que parecem se repetir:

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@ -6,7 +6,7 @@ seo_description: 了解如何回答成长型思维行为面试问题，适用于
social_title: 成长型思维行为问题 | GreatFrontEnd
---
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，**成长型思维**是准备的 8 个主要问题类别之一。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，**成长心态**是准备的 8 个主要问题类别之一。
在本指南中，您将学习如何解决它们：
@ -15,40 +15,40 @@ social_title: 成长型思维行为问题 | GreatFrontEnd
3. 建议的答案框架
4. 示例问题和答案
## 详细的评估标准
## 详细评估标准
在对该类别下的候选人进行评分时，面试官通常会关注以下标准：
在评估该类别的候选人时，面试官通常会关注以下标准：
* 了解自己的优势和发展领域。
* 积极征求他人的反馈并创建反馈循环。
* 很好地接受反馈和挫折，将其视为机会。
* 对失败承担个人责任。
* 反思、建模最佳实践并将经验教训应用于新情况。
* 对设定和努力实现具有挑战性的目标充满活力。
* 积极学习新技能并应用于工作。
* 了解自身的优势和发展领域
* 积极征求他人的反馈并建立反馈循环
* 很好地接受反馈和挫折，将其视为机会
* 对失败承担个人责任
* 反思、建模最佳实践并将经验应用于新情况
* 通过设定和努力实现具有挑战性的目标来获得能量
* 主动学习新技能并将其应用于工作
## 抽象成长型思维问题
## 抽象成长心态问题
### 常见问题
* 您认为自己最大的改进领域是什么？
* 您能否告诉我您在收到批评或反馈后改进工作的经历？
* 告诉我您为自己设定了一个困难的目标并实现了它的经历。
* 告诉我您在工作之外学习了一项新技能并将其应用于工作的经历。
* 告诉我您在观察他人利用它取得巨大成功后学习了一套新技能的经历。
* 您如何及时了解最新的前端技术和技术？
* 您能否提供一个您必须适应新的技术环境或框架的例子？
* 假设您需要实施一个您没有太多经验的新系统。您采取哪些步骤来收集信息并确保成功执行？
* 你认为你最大的改进领域是什么？
* 你能告诉我你收到批评或反馈后改进工作的经历吗？
* 告诉我你为自己设定了一个困难的目标并实现了它的经历
* 告诉我你学习了工作之外的新技能并将其应用于工作的经历
* 告诉我你观察到其他人利用新技能取得巨大成功后学习新技能的经历
* 你如何及时了解最新的前端技术和技术？
* 你能否提供一个你必须适应新的技术环境或框架的例子？
* 假设你需要实施一个你没有太多经验的新系统。你采取哪些步骤来收集信息并确保成功执行？
### 确定的主题
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，为每个现有的行为问题专门准备答案是不切实际的。但是，通过将特定问题归入类似的主题并准备涵盖大量问题要求的故事情节，我们可以将要准备的故事数量减少到大约 3-5 个故事。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，为每个现有的行为问题专门准备答案是不切实际的。但是，通过将特定问题归入类似的主题并准备涵盖大量问题要求的故事情节，我们可以将要准备的故事数量减少到大约 3-5 个故事。
这些是似乎反复出现的主题：
* 接收和管理反馈。
* 对待挑战和具有挑战性的目标的思维方式。
* 持续学习。
* 接收和管理反馈
* 对待挑战和拓展目标的心态
* 持续学习
## 建议的答案框架
@ -58,17 +58,17 @@ social_title: 成长型思维行为问题 | GreatFrontEnd
### 接收和管理反馈/挫折
1. 尽可能积极地征求他人的反馈，例如在每个大型项目之后。
2. 对错误承担个人责任，并制定行动计划来解决这些错误。
3. 对反馈/挫折保持健康的思维模式
1. 尽可能积极地征求他人的反馈，例如在每个大型项目之后
2. 对错误承担个人责任并制定行动计划来解决它们
3. 对反馈/挫折保持健康的心态
1. 将它们视为提高自己的机会
2. 专注于建设性和以解决方案为导向，而不是情绪驱动。
4. 采取措施反思过去的经验，以便为最佳实践建模，并在下一个相关情况下将它们付诸行动。
2. 专注于建设性和以解决方案为导向，而不是情绪驱动
4. 采取措施反思过去的经验，以便为最佳实践建模，并在下一个相关情况下将它们付诸行动
### 对待挑战/拓展目标的思维模式
### 对待挑战/拓展目标的心态
1. 从设定和努力实现拓展目标中获得能量，将它们视为成长的机会。
2. 在执行详细计划时表现出一致性和纪律性。
1. 从设定和努力实现拓展目标中获得能量，将它们视为成长的机会
2. 在执行详细计划时表现出一致性和纪律性
### 持续学习
@ -76,13 +76,13 @@ social_title: 成长型思维行为问题 | GreatFrontEnd
以下几点是您可以围绕技术学习构建答案的关键想法；但是，您仍然应该添加您实际参与的活动、新闻通讯或社区的具体示例，以展示您紧跟潮流的意愿。
1. 关注涵盖前端技术和技术的最新发展的相关博客、新闻通讯、播客。举一些例子（您实际关注的）以及它们提供的内容或技术。
1. Twitter 影响者
1. [Dan Abramov](https://twitter.com/dan_abramov) — Redux 联合创始人，React 核心团队。
2. [Evan You](https://twitter.com/youyuxi) — Vue.js 和 Vite 的创建者。
3. [Rich Harris](https://twitter.com/Rich_Harris) — Svelte 和 Rollup 的创建者。
4. [Kent C. Dodds](https://twitter.com/kentcdodds) — 热门 React 生态系统课程创建者。
5. [Josh W. Comeau](https://twitter.com/JoshWComeau) — 热门前端课程创建者。
1. 关注涵盖前端技术和技术的最新发展的相关博客、新闻通讯、播客。举一些例子（你实际关注的）以及它们提供的内容或技术。
1. 前端影响者
1. [Dan Abramov](https://twitter.com/dan_abramov) — Redux 联合创始人，React 核心团队
2. [Evan You](https://twitter.com/youyuxi) — Vue.js 和 Vite 的创建者
3. [Rich Harris](https://twitter.com/Rich_Harris) — Svelte 和 Rollup 的创建者
4. [Kent C. Dodds](https://twitter.com/kentcdodds) — 热门 React 生态系统课程创建者
5. [Josh W. Comeau](https://twitter.com/JoshWComeau) — 热门前端课程创建者
2. 博客和杂志
1. [CSS-Tricks](https://css-tricks.com/)
2. [ui.dev](https://ui.dev/)
@ -94,7 +94,7 @@ social_title: 成长型思维行为问题 | GreatFrontEnd
3. [The Changelog](https://changelog.com/podcast)
2. 参加技术会议和聚会，学习新的发展，建立人脉，并获得最新工具和技术的实践经验。
3. 使用最新的技术和技术进行实验和构建项目。这可能涉及自己构建小型项目或为开源项目做出贡献。
4. 通过参与在线论坛、关注相关的 Twitter 帐户和标签，以及加入当地用户组或聚会，与更广泛的前端开发社区保持互动。
4. 通过参与在线论坛、关注相关的 Twitter 帐户和主题标签以及加入当地用户组或聚会，与更广泛的前端开发社区保持互动。
## 示例问题和答案
@ -108,25 +108,25 @@ social_title: 成长型思维行为问题 | GreatFrontEnd
这个答案以一种微妙的方式使用了 STAR 技术，并展示了面试官希望在候选人身上看到许多品质：
* **热情**：渴望了解更多关于前端领域的信息。
* **成长**：确定缺乏成长会成为一个问题。
* **主动性**：针对缺乏成长的问题采取行动。
* **解决问题**：思考解决缺乏成长的方法，并执行。
* **建立友情**：团结志同道合的人为共同的事业而奋斗。
* **帮助改善他人**：创建 Slack 频道以分享知识和支持他人。
* **热情**：渴望了解更多关于前端领域的信息
* **成长**：确定缺乏成长会成为一个问题
* **主动性**：针对缺乏成长的问题采取行动
* **解决问题**：思考解决缺乏成长的方法，并执行
* **建立友情**：召集志同道合的人为共同的事业而奋斗
* **帮助改善他人**：创建 Slack 频道以分享知识和支持他人
### 您能否提供一个您必须适应新的技术环境或框架的例子？
> 当我于 2019 年加入我现在的公司时，我刚从大学毕业，对公司正在使用的前端堆栈一无所知，该公司使用 React、Apollo、Styled Components、TypeScript 作为其前端堆栈，并使用 Django + GraphQL 作为后端。在大学时，我主要使用 Vue.js 进行前端开发，因为它是网络开发课程中选择的 JavaScript 框架，并且以前从未使用过 GraphQL。
> 2019 年我加入现在的公司时，我刚从大学毕业，对公司正在使用的前端技术栈一无所知，该公司使用 React、Apollo、Styled Components、TypeScript 作为前端技术栈，并使用 Django + GraphQL 作为后端。在大学时，我主要使用 Vue.js 进行前端开发，因为它是网络开发课程中选择的 JavaScript 框架，而且以前从未使用过 GraphQL。
>
> 对我来说，一开始绝对是一个巨大的学习曲线，由于我对技术堆栈不熟悉，我真的很害怕表现不佳。值得庆幸的是，我有一位导师，他在技术堆栈方面给了我很多指导，并提出了一些逐渐变得更难的入职任务。我首先花几天时间阅读这些技术的文档网站，并在他们的网站上试用示例。我把它作为重点来理解这些库正在解决的问题以及它们如何优于现有技术，因为我认为了解这一点对于充分欣赏该库并为正确的工作使用正确的工具非常重要。我还查阅了一些将 Vue.js 与 React 进行比较的资源，因为它们非常相似，但也有一些差异。这帮助我更快地学习 React（尽管完全掌握 React 钩子仍然花了我一些时间）。当我在晚上或周末有时间时，我会探索使用这些新技术构建小型项目，并使用 Gatsby 重建我的个人博客（因为它同时使用了 React 和 GraphQL）。
> 对我来说，一开始绝对是一个巨大的学习曲线，由于我不熟悉技术栈，我真的很害怕表现不佳。 幸运的是，我有一位导师，他在技术栈方面给了我很多指导，并提出了一些逐渐变得更难的入职任务。 我首先花几天时间阅读这些技术的文档网站，并尝试了它们网站上的示例。 我明确指出要了解这些库正在解决的问题以及它们如何优于现有技术，因为我认为了解这一点对于充分欣赏该库并为正确的工作使用正确的工具非常重要。 我还查阅了一些将 Vue.js 与 React 进行比较的资源，因为它们非常相似，但也有一些差异。 这帮助我更快地学习 React（尽管完全掌握 React 钩子仍然花了我一些时间）。 当我在晚上或周末有时间时，我会探索使用这些新技术构建小型项目，并使用 Gatsby 重建我的个人博客，因为它同时使用了 React 和 GraphQL。
>
> 在两个月内，我觉得我学到了很多东西，并且对大部分代码库感到满意。我可以在没有导师太多指导的情况下构建端到端的功能。为了帮助未来可能面临相同入职挑战的新员工，我将我的学习记录在我们的内部 wiki 中，并附上了一些用于学习该主题的最佳资源的链接。我的经理对这项主动性感到惊讶，并为此表扬了我。今天，它已成为我们官方的工程入职资源的一部分，我时不时地更新它。一些新加入者也感谢我在 wiki 中分享我的知识并使他们的入职过程更顺畅。
> 在两个月内，我觉得我学到了很多东西，并且对大部分代码库都很熟悉。 我可以在没有导师太多指导的情况下构建全栈功能。 为了帮助将来可能面临相同入职挑战的新员工，我将我的学习内容记录在我们的内部 wiki 中，并附上了学习该主题的最佳资源的链接。 我的经理很欣赏这项主动性，并为此表扬了我。 如今，它已成为我们官方的工程入职资源的一部分，我时不时地更新它。 一些新加入者也感谢我在 wiki 中分享我的知识并使他们的入职过程更顺畅。
答案分析：
* **可指导**：遵循导师的指导/建议。
* **解决问题**：想出了一些方法来帮助自己更快地入职。
* **主动性**：启动 wiki 的主动性。
* **同理心**：看到其他人可能面临相同的问题并启动了 wiki。
* **帮助改善他人**：新加入者受益于 wiki。
* **Coachable**: 接受指导/建议
* **Problem solving**: 想出了一些方法来帮助自己更快地融入
* **Initiative**: 主动开始编写wiki
* **Empathy**: 看到其他人可能面临同样的问题并开始编写wiki
* **Helps improves others**: 新加入者受益于wiki

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@ -15,11 +15,11 @@ There are however a few common challenges faced when preparing for them:
In this article, we will cover:
1. Behavioral interview signals and evaluation criteria.
1. Recommended preparation strategy.
1. Best way to conduct oneself on the actual interview.
1. Behavioral interview signals and evaluation criteria
1. Recommended preparation strategy
1. Best way to conduct oneself on the actual interview
## Behavioral Interview Signals and Evaluation Criteria
## Behavioral interview signals and evaluation criteria
In big tech companies where structured behavioral interviews are conducted, interviewers are often trained to conduct behavioral interviews in a specific manner.
@ -30,7 +30,7 @@ They are provided specific guidelines, which commonly include:
Below, we present the typical behavioral interview evaluation criteria as well as the typical level expectations for most companies. The recommended preparation strategy provides suggestions on how you might prepare based on these criteria.
### The Interviewer's Perspective
### The interviewer's perspective
Behavioral interviewers are typically required to give a rating on a few broad categories, such as Collaboration, Proactivity, etc. For each evaluation category, they are provided with criteria as to what should constitute a good or bad rating. Ratings are commonly done on a 5-point rating scale, such as one of Very good / Good / Sufficient / Poor / Very Poor.
@ -55,7 +55,7 @@ Apart from that, interviewers are typically encouraged to utilize follow-up ques
Hence, candidates should also prepare a solid understanding of each alternative mode of action's advantages, disadvantages, and reflect on their intrinsic motivations.
### Typical Behavioral Interview Evaluation Criteria
### Typical behavioral interview evaluation criteria
Here are the common evaluation categories and criteria from our experience conducting behavioral interviews for software engineers in big tech companies:
@ -68,7 +68,7 @@ Here are the common evaluation categories and criteria from our experience condu
- Giving constructive feedback
- Active listening
#### 2. Driving Results and Problem Solving
#### 2. Driving results and problem solving
- Impact-driven mindset
- Proactivity to make progress despite obstacles or roadblocks
@ -82,7 +82,7 @@ Here are the common evaluation categories and criteria from our experience condu
- Identifying tradeoffs and sustainable solutions
- Measuring results, iterating and following through
#### 3. Growth Mindset
#### 3. Growth mindset
- Having self awareness of strengths and development areas
- Actively soliciting feedback from others and creating feedback loops
@ -97,7 +97,7 @@ Here are the common evaluation categories and criteria from our experience condu
- Remaining calm and focused, serving as stable presence for others
- Flexible and quick to adapt to unexpected situations
### Typical Behavioral Interview Leveling Expectations
### Typical behavioral interview leveling expectations
Behavioral interviews is one of the interview formats where it is possible for interviewers to assess the candidate's maturity — from Junior Software Engineer all the way to extremely senior positions depending on the stories they tell, their responses and decisions made. Raw number of years of working experience doesn't necessarily equate to specific levels as some people mature faster than others. Leveling guidance is usually made with a consideration of raw years of experience and leveling expectations. The levels mentioned below are based on Google and Facebook's levels where L3 is the equivalent of Junior Software Engineers / fresh graduates.
@ -141,7 +141,7 @@ Understand the expected behaviors for the commonly-defined engineering levels an
- Influences or leads product and engineering roadmaps within the organization/company.
- Leads solution development and delivery for highly complex and ambiguous areas.
## Recommended Preparation Strategy
## Recommended preparation strategy
As mentioned above, based on the evaluation criteria we can typically expect behavioral interviews in big tech to have some structure, as interviewers will try to ask **at least 1 question from each category** to evaluate candidates.
@ -152,14 +152,14 @@ There is quite a lot of variance in terms of the questions that could be asked.
1. ["Tell me about yourself..."](/behavioral-interview-guidebook/self-introduction)
1. "Walk me through your resume..."
1. ["Why join this team or company?"](/behavioral-interview-guidebook/why-work-here)
1. ["Do you have any questions for me?"](/behavioral-interview-guidebook/questions-to-ask)
1. "Tell me about a time when..." (categorized into below themes)
1. "Tell me about a time when..." (categorized into the following themes)
- [Driving results and problem solving](/behavioral-interview-guidebook/problem-solving)
- [Collaboration](/behavioral-interview-guidebook/collaboration)
- [Growth mindset](/behavioral-interview-guidebook/growth-mindset)
- Adaptability and flexibility
1. ["Do you have any questions for me?"](/behavioral-interview-guidebook/questions-to-ask)
### Prepare a Few Good, General Stories Based on Common Themes
### Prepare a few good, general stories based on common themes
The general strategy to tackle the large variance of "Tell me about a time when..." questions to be asked is to prepare 3-5 general and well-thought out stories that could be used to address multiple required traits. For instance, an experience collaborating extensively with others could display your traits in communication, team work, leadership, conflict management, etc. Whenever an interviewer asks you a question, you could run through the stories you have prepared and adapt them to answer the specific question.
@ -170,7 +170,7 @@ Here are some tips to select and prepare good project experiences as stories:
- Do not reuse the same stories too much in the same interview loop. Interviewers tend to discuss candidate performance together, hence overusing the same story could come off as repetitive and insufficient breadth of experience.
- As mentioned above, interviewers tend to prioritize follow-up questions to understand the candidate's true psyche, motivations and understanding. For each story, prepare a solid understanding of each alternative mode of action's advantages, disadvantages, and reflect on your intrinsic motivations.
### Structure Initial Answers with the STAR Framework
### Structure initial answers with the STAR framework
Having prepared a story you could use, you need to structure them well when answering specific questions. One requirement interviewers are always asked to look out for is the candidates actual ability to communicate during the interview (as opposed to what they claim), which is evaluated as follows:

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@ -15,9 +15,9 @@ seo_description: 前端工程师行为面试的权威指南。由前 FAANG 面
在本文中，我们将介绍：
1. 行为面试信号和评估标准。
2. 推荐的准备策略。
3. 在实际面试中表现自己的最佳方式。
1. 行为面试信号和评估标准
2. 推荐的准备策略
3. 在实际面试中如何表现
## 行为面试信号和评估标准
@ -149,15 +149,15 @@ seo_description: 前端工程师行为面试的权威指南。由前 FAANG 面
可以提出的问题有很多变化。虽然为所有问题做准备太耗时，但我们可以将 80% 最常见的问题归类为主题，并按照我们的以下指南有条不紊地解决它们：
1. [“介绍一下你自己……”](/behavioral-interview-guidebook/self-introduction)
2. “请带我了解你的简历……”
3. [“为什么加入这个团队或公司？”](/behavioral-interview-guidebook/why-work-here)
4. [“你有什么问题要问我吗？”](/behavioral-interview-guidebook/questions-to-ask)
5. “告诉我你什么时候……”（分为以下主题）
* [取得成果和解决问题](/behavioral-interview-guidebook/problem-solving)
1. ["介绍一下你自己..."](/behavioral-interview-guidebook/self-introduction)
2. "请你过一遍你的简历..."
3. ["你为什么加入这个团队或公司？"](/behavioral-interview-guidebook/why-work-here)
4. "请你讲一件你曾经..." (分为以下几个主题)
* [推动结果和解决问题](/behavioral-interview-guidebook/problem-solving)
* [协作](/behavioral-interview-guidebook/collaboration)
* [成长心态](/behavioral-interview-guidebook/growth-mindset)
* 适应性和灵活性
5. ["你有什么问题要问我吗？"](/behavioral-interview-guidebook/questions-to-ask)
### 根据常见主题准备一些好的、通用的故事
@ -170,7 +170,7 @@ seo_description: 前端工程师行为面试的权威指南。由前 FAANG 面
* 不要在一个面试循环中过多地重复使用相同的故事。面试官倾向于一起讨论候选人的表现，因此过度使用相同的故事可能会显得重复且经验不足。
* 如上所述，面试官倾向于优先考虑后续问题，以了解候选人的真实心理、动机和理解。对于每个故事，准备好对每种替代行动模式的优缺点有扎实的了解，并反思您的内在动机。
### 使用 STAR 框架构建初始答案
### 使用 STAR 框架构建初步答案
准备好一个你可以使用的故事后，你需要很好地构建它们，以便回答具体问题。面试官总是被要求注意的一个要求是候选人在面试期间实际的沟通能力（而不是他们声称的），评估如下：

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@ -6,7 +6,7 @@ seo_description: Learn how to answer problem-solving behavioral interview questi
social_title: Problem Solving Behavioral Questions | GreatFrontEnd
---
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), **problem solving and drive for results** is one of the 8 main categories of questions to prepare for.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), **problem solving and drive for results** is one of the 8 main categories of questions to prepare for.
In this guide, you will learn how to tackle them:
@ -16,7 +16,7 @@ In this guide, you will learn how to tackle them:
1. Possible nature of follow-up questions
1. Sample questions and answers
## Evaluation Criteria in Detail
## Evaluation criteria in detail
Problem solving and drive for results are grouped together into 1 category as they are highly related in nature. When describing one's experience in solving problems or to achieve certain results / objectives, their mindset or drive to do so can also be inferred.
@ -36,7 +36,7 @@ When rating candidates under this category, interviewers are often looking at th
## Abstracting possible questions into common themes
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into similar themes and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), it is impractical to prepare answers specifically for every behavioral question out there. However, by batching specific questions into similar themes and preparing stories that cover a large number of question requirements, we can reduce the number of stories to prepare to around 3-5 stories.
There's simply too many types of problem solving and drive for results behavioral questions that could be asked, such as:
@ -47,110 +47,104 @@ There's simply too many types of problem solving and drive for results behaviora
However, when we look at 80% of questions under this category, questions typically ask for how a problem was solved or a specific trait required for effective problem solving, such as creativity, using data or trade-off evaluation. The source of the problem or objective, as well as whether the candidate was resilient in the face of obstacles can be inferred from answers to these questions as well.
## Suggested Answer Framework
## Suggested answer framework
As always, the [STAR format](https://www.indeed.com/career-advice/interviewing/how-to-use-the-star-interview-response-technique) is the simplest and most effective framework that we recommend to structure your story.
Despite the large number of question possibilities, we can abstract all the requirements for problem solving behavioral questions by thinking about a robust problem solving process:
1. **Problem identification**: Identifying the correct root cause or root problem to focus on from surface level symptoms.
1. **Metrics/target setting**: Identify key metrics that would signify success in solving the problem (if any).
1. **Information gathering**: Resourcefulness in gathering information from different sources and a data-driven mindset (using data to drive decisions).
1. **Problem identification**: Identifying the correct root cause or root problem to focus on from surface level symptoms
1. **Metrics/target setting**: Identify key metrics that would signify success in solving the problem (if any)
1. **Information gathering**: Resourcefulness in gathering information from different sources and a data-driven mindset (using data to drive decisions)
1. **Solution brainstorming**: Creatively generate solutions that solve the root cause
1. **Solution evaluation**: Evaluate trade-offs of each solution and select the most optimal one
1. **Monitoring and adjustment**: Monitor effectiveness of the solution by measuring key metrics. Adjust strategy if needed.
1. **Monitoring and adjustment**: Monitor effectiveness of the solution by measuring key metrics. Adjust strategy if needed
Hence, you just have to ensure that at least 1 of your [prepared stories or projects](/behavioral-interview-guidebook) covers all of the above steps. In doing so, the story could be re-used for all affiliated traits under problem solving, such as data-driven mindset, resourcefulness, creativity, and working with feedback from users.
Hence, you just have to ensure that at least 1 of your [prepared stories or projects](/behavioral-interview-playbook/introduction) covers all of the above steps. In doing so, the story could be reused for all affiliated traits under problem solving, such as data-driven mindset, resourcefulness, creativity, and working with feedback from users.
Of course, you might need to tailor the details of your story to focus on the specific aspect asked in the specific question.
We recommend you to also pick problem solving stories that can doubly serve to get signals on the following
We recommend you to also pick problem solving stories that can doubly serve to get signals on the following:
- **Proactivity/initiative-taking**: you had taken the initiative to look into the problem, gather information and solve it.
- **Leadership**: you had led the problem solving process
- **Teamplayer**: you had to work as part of a team to solve the problem
- **Proactivity/initiative-taking**: You had taken the initiative to look into the problem, gather information and solve it
- **Leadership**: You had led the problem solving process
- **Teamwork**: You had to work as part of a team to solve the problem
### Sample Story
## Sample story
#### Situation
Here's a sample story using the STAR format.
- I was the tech lead for an e-commerce website selling luxury goods. The website was built as an Angular 1.5 single page application.
- In recent years, the product was showing its age – developer experience was not great and the website performance was poor. Initial loading speed was over 3 seconds and the conversion rate was around 0.8%.
**Situation**: I was the tech lead for an e-commerce website selling luxury goods. The website was built as an Angular 1.5 single-page application. In recent years, the product was showing its age – developer experience was not great and the website performance was poor. Initial loading speed was over 3 seconds and the conversion rate was around 0.8%.
#### Task
**Task**: I was tasked with improving the performance and conversion of the website.
- I was tasked with improving the performance and conversion of the website.
**Actions**
#### Action
1. **Problem identification**
- Conversion is tied to website performance and UX
- Website performance has been on a gradual decline over the past few years as there wasn't a person to oversee the overall architecture of the website and track performance metrics
- UX hasn't been looked at in a while
2. **Information gathering**
- Looked at nature of bugs in the past year, categorized them according to their root causes to identify hotspots and major problematic areas.
- Gathered feedback from team regarding areas of improvements.
- Together with the product manager, ran a brainstorming session with the team to think of ways to improve.
- In order to improve, firstly we need to know how we are doing:
- Double checked that our performance and conversion tracking was working correctly.
- Started tracking new metrics from Lighthouse and Core Web Vitals.
- Worked with Data Scientists to come up with dashboards for performance and conversion and gained some insights:
- Identified that some countries had lower conversion rates.
- Mobile users had lower conversion rates as compared to desktop.
- Worked with UX Designers and UX Researchers to identify problems in the end-to-end shopping experience on the website.
- UI elements were too spaced apart and required a lot of scrolling which affected bounce rate because some users didn't bother scrolling.
3. **Solution brainstorming**
- **User interface**: Server side rendering is crucial for its performance and SEO benefits. Made choices around good performance.
- **JavaScript framework**: Migrating from Angular.js 1.6 to Angular 17 was a huge undertaking and there was no significant time savings by staying on Angular since Angular 17 is a completely different framework.
- **Next.js**: A few of our developers have experience with React and Next.js as a metaframework for building SSR (server-side rendering) applications was rapidly rising in popularity. We really desired the fast initial load and app-like navigation behavior that Next.js provided.
- **Svelte**: Reactive model was appealing and the programming model easier to understand as compared to React's, however the ecosystem is smaller than React and there aren't as many examples of successful e-commerce websites built in Svelte.
- **Styling**: The stylesheet was getting very bloated due to many classes being added over the years and being hard to remove.
- **Tailwind CSS**: Tailwind CSS was among the hottest CSS methodologies and its atomic CSS approach scales well for growing code bases.
- **Styled Components**: CSS-in-JS was something we were also looking at, but Styled Components was tied to React and runtime style injection was bad for performance.
- **Performance-centric mindset**: Read many performance case studies on [web.dev](https://web.dev/) and engineering blogs of other e-commerce companies, gathered a list of important performance techniques and processes:
- Set performance budget for each page (under 300kb)
- Run performance benchmarks as part of CI – before merging Pull Requests and continuously
- Lazy loading of non-critical components
- Lazy load below-the-fold contents
- Split JavaScript on page level instead of a single bundle (handled by Next.js)
- Use WebP format for images
- Host images on a CDN instead
- Adaptive loading of images so that mobile devices load a smaller image
- Consolidated duplicate JavaScript libraries (data-fns and moment.js), switched to `lodash-es`, removed all usages of jQuery
- Looked at data to identify lesser-used features and removed them from the code, reducing JS size on the product details pages by 200+kb
- **Search Engine Optimization (SEO)**
- Used SEO tools like Ahrefs to continuously monitor SEO
- Worked with the marketing team to ensure marketing copy included important keywords as shown by Ahrefs
- Adjusted page URLs to include SEO keywords
- **User experience improvements**
- Single page checkout experience as opposed to two-page checkout to reduce clicking
- Reduced height of many UI elements
- Fixed checkout button that wouldn't be missed
- **Payment improvements**
- Analyzed Stripe checkout data and implemented country-specific address fields
- Initially only had one available payment method – credit card. Enlisted the help of data scientists to evaluate the popularity of new payment methods and whether they were worth adding. We later added PayPal, Google Pay, and Apple Pay payment methods as well
4. **Solution evaluation**
- **Metaframework**: Chose Next.js because it is backed by a company, there were many available resources, and has the largest community of all. React is also the most popular JavaScript library out there and also easiest to hire for
- **Styling**: Tailwind because it's a reliable and futureproof option (compatible with the direction React was heading)
5. **Monitoring and adjustment**
- Rolled out the new website behind an A/B test while monitoring the performance and conversion rates over a period of 2 months.
- Countries which previously saw lower conversion rates experienced nearly 50% improvements in conversion rates.
**1. Problem identification**
**Results**
- Conversion is tied to performance and UX.
- Website performance has been on a gradual decline over the past few years.
- UX hasn't been looked at in a while. [Improve phrasing]
- Lighthouse score improved to 92
- Loading speed improved to 1.5 seconds
- Conversion improved to 2.5%
- Developer velocity has improved in the recent survey and it is now easier to hire people into the team because more people know React over other frameworks
**2. Information gathering**
Obviously the entire story is too detailed as a response for a single question; you definitely shouldn't be listing all the specific performance improvements you made, like a laundry list! Aim to achieve both breadth and depth by briefly covering each phase within the "Action" section and going deep into the parts that showcase the signals required for that specific scenario.
- Looked at nature of bugs in the past year, categorized them according to their root causes to identify hotspots and major problematic areas.
- Gathered feedback from team regarding areas of improvements.
- Brainstorming session with the team to think of ways to improve.
- In order to improve, firstly we need to know how we are doing.
- Double checked that our performance and conversion tracking was working correctly.
- Started tracking new metrics from Lighthouse and Core Web Vitals.
- Worked with Data Scientists to come up with dashboards for performance and conversion and gained some insights:
- Identified that some countries had lower conversion rates.
- Mobile users had lower conversion rates as compared to desktop.
- Worked with UX Designers and UX Researchers to identify problems in the end-to-end shopping experience on the website.
- UI elements were too spaced apart and required a lot of scrolling which affected bounce rate because some users didn't bother scrolling.
## Possible nature of follow-up questions
**3. Solution brainstorming**
- **User Interface**: Server side rendering is crucial for its performance and SEO benefits. Made choices around good performance.
- **View**: Migrating from Angular.js 1.6 to Angular 13 was a huge undertaking and there was no significant time saving by staying on Angular.
- **Next.js**: A few of our developers have experience with React and Next.js as a meta framework for building SSR applications was rapidly rising in popularity. We really desired the fast initial load and app-like behavior that Next.js provided.
- **Svelte**: Reactive model was appealing and the programming model easier to understand as compared to React's, however the ecosystem is small and there aren't that many libraries.
- **Styling**: The stylesheet was getting very bloated due to many classes being added over the years and being hard to remove.
- **Tailwind CSS**: Tailwind CSS was among the hottest CSS methodologies and its atomic CSS approach scales well for growing code bases.
- **Styled Components**: CSS-in-JS was something we were also looking at, but Styled Components was tied to React and runtime style injection was bad for performance.
- **Performance-centric mindset**. Read many performance case studies on web.dev and engineering blogs of other e-commerce companies, gathered a list of important performance techniques and processes:
- Set performance budget for each page (under 300kb).
- Run performance benchmarks before merging Pull Requests.
- Lazy loading of non-critical components Lazy load below-the-fold contents.
- Split JavaScript on page level instead of a single bundle (handled by Next.js).
- Use WebP format for images.
- Host images on a CDN instead Adaptive loading of images so that mobile devices load a smaller image Consolidated duplicate JavaScript libraries (data-fns and moment.js), switched to lodash-es, removed all usages of jQuery - Looked at data to identify less used features and removed them from the code, reducing JS size on the product details pages by 200+kb.
- **Search Engine Optimization (SEO)**
- Used SEO tools like Ahrefs to continuously monitor SEO.
- Worked with the marketing team to ensure marketing copy included important keywords as shown by Ahrefs.
- Adjusted page URLs to include SEO keywords
- User Experience improvements
- Single page checkout experience as opposed to two-page checkout to reduce clicking.
- Reduced height of many UI elements.
- Fixed checkout button that wouldn't be missed.
- Payment improvements
- Analyzed Stripe checkout and implemented country-specific address fields.
- Initially only had one available payment method: credit card. Got the help of Data Scientists to evaluate the popularity of new payment methods and whether they were worth adding. We later added PayPal, Google Pay, and Apple Pay payment methods as well.
**4. Solution evaluation**
- **View and Rendering**: Chose Next.js because it is backed by Vercel and has the largest community of all. React is also the most popular UI library out there and also easiest to hire jobs for.
- **Styling**: Tailwind because it's a pretty reliable and futureproof option.
**5. Monitoring and adjustment**
- Rolled out the new website behind an A/B test while monitoring the performance and conversion rates over a period of 2 months.
- Countries which previously saw lower conversion rates experienced nearly 50% improvements in conversion rates.
#### Result
- Lighthouse score has improved to 92.
- Loading speed has improved to 1.5 seconds
- Conversion has improved to 2.5%
- Developer velocity has improved in the recent survey and it is now easier to hire people into the team because more people know React over other frameworks.
## Possible Nature of Follow-up Questions
As alluded to in our [behavioral interview preparation overview](/behavioral-interview-guidebook), interviewers are encouraged to rely more on follow-up questions to really understand the candidate's thought process and motivations, which typically fall under these categories:
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), interviewers are encouraged to rely more on follow-up questions to really understand the candidate's thought process and motivations, which typically fall under these categories:
- Why do you think you did (insert action)?
- Why did you not do (insert action)?
@ -165,6 +159,7 @@ For questions on problem solving or drive for results, interviewers will most li
- **Role and actual contribution by candidate**:
- Was there a team involved with solving the problem or achieving the objective?
- Which actions were initiated on your own accord or contributed solely by you, and what did others do?
- How did you help the other members involved to achieve the goal?
- **Prioritizing the problem or objective to achieve**:
- Was there a reason why this particular problem or objective was prioritized to be addressed or done against others?
- Was there another problem or root objective that should have been more important?
@ -182,13 +177,22 @@ For questions on problem solving or drive for results, interviewers will most li
- Why was the final solution chosen?
- Who came up with the original idea of the solutions? How were they derived?
## Sample Problem Solving Questions and Answers
## Sample problem solving questions and answers
Tailoring the above sample story to answer specific questions.
The sample story above can also be tailored to answer specific questions by extracting relevant portions:
{/* TODO: Gina */}
> Can you tell me about a time when you had to use data to drive engineering decisions?
- Can you tell me about a time when you had to use data to drive engineering decisions?
- Can you provide an example of a time when you had to troubleshoot and fix a complex issue in a project?
- Can you describe a time you solved an engineering problem or achieved meaningful metric improvement?
- Can you describe a time when you had to make an important engineering decision and how you decided between tradeoffs?
Elaborate on the section about conversion performance.
> Can you provide an example of a time when you had to troubleshoot and fix a complex issue in a project?
Elaborate on the section about investigating the reason for poor conversion.
> Can you describe a time you solved an engineering problem or achieved meaningful metric improvement?
Elaborate on the section about moving to server-side rendering and applying modern performance techniques.
> Can you describe a time when you had to make an important engineering decision and how you decided between tradeoffs?
Elaborate on the section about choosing which frameworks to migrate to and the reasons behind the decisions.

6
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@ -33,7 +33,7 @@ Ao avaliar candidatos nesta categoria, os entrevistadores geralmente consideram
## Abstraindo possíveis perguntas em temas comuns
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-guidebook), it is impractical to prepare answers specifically for every behavioral question out there. No entanto, ao agrupar perguntas específicas em temas semelhantes e preparar histórias que cubram um grande número de requisitos de perguntas, podemos reduzir o número de histórias a serem preparadas para cerca de 3-5 histórias.
As mentioned in our [behavioral interview preparation overview](/behavioral-interview-playbook/introduction), it is impractical to prepare answers specifically for every behavioral question out there. No entanto, ao agrupar perguntas específicas em temas semelhantes e preparar histórias que cubram um grande número de requisitos de perguntas, podemos reduzir o número de histórias a serem preparadas para cerca de 3-5 histórias.
Há simplesmente muitos tipos de perguntas comportamentais sobre resolução de problemas e foco em resultados que podem ser feitas, como:
@ -57,7 +57,7 @@ Apesar do grande número de possibilidades de perguntas, podemos abstrair todos
5. **Avaliação de solução**: Avaliar as compensações de cada solução e selecionar a mais ótima
6. **Monitoramento e ajuste**: Acompanhar a eficácia da solução por meio da medição de métricas-chave. Ajustar a estratégia, se necessário.
Portanto, você só precisa garantir que pelo menos 1 dos seus [relatos ou projetos preparados](/behavioral-interview-guidebook) cubra todos os passos mencionados acima. Ao fazer isso, a história pode ser reutilizada para todos os traços associados à resolução de problemas, como mentalidade orientada por dados, criatividade e trabalho com feedback dos usuários.
Portanto, você só precisa garantir que pelo menos 1 dos seus [relatos ou projetos preparados](/behavioral-interview-playbook/introduction) cubra todos os passos mencionados acima. Ao fazer isso, a história pode ser reutilizada para todos os traços associados à resolução de problemas, como mentalidade orientada por dados, criatividade e trabalho com feedback dos usuários.
É claro, você pode precisar adaptar os detalhes da sua história para focar no aspecto específico solicitado na pergunta específica.
@ -147,7 +147,7 @@ Recomendamos que você escolha histórias de resolução de problemas que també
## Possíveis Naturezas de Perguntas de Acompanhamento
Conforme mencionado em nossa [visão geral de preparação para entrevistas comportamentais](/behavioral-interview-guidebook), os entrevistadores são incentivados a depender mais de perguntas de acompanhamento para realmente compreender o processo de pensamento e motivações do candidato, que geralmente se enquadram nestas categorias:
Conforme mencionado em nossa [visão geral de preparação para entrevistas comportamentais](/behavioral-interview-playbook/introduction), os entrevistadores são incentivados a depender mais de perguntas de acompanhamento para realmente compreender o processo de pensamento e motivações do candidato, que geralmente se enquadram nestas categorias:
- Por que você acha que tomou a ação de (inserir ação)?
- Por que você não fez (inserir ação)?

205
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@ -6,7 +6,7 @@ seo_description: 了解如何回答解决问题的行为面试问题，适用于
social_title: 解决问题行为问题 | GreatFrontEnd
---
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，**解决问题和追求结果**是需要准备的 8 个主要问题类别之一。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，**解决问题和追求结果**是准备的8个主要问题类别之一。
在本指南中，您将学习如何解决它们：
@ -36,7 +36,7 @@ social_title: 解决问题行为问题 | GreatFrontEnd
## 将可能的问题抽象成常见主题
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中提到的，为那里出现的每个行为问题专门准备答案是不切实际的。但是，通过将特定问题归入类似的主题，并准备涵盖大量问题要求的故事情节，我们可以将要准备的故事数量减少到大约 3-5 个故事。
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，为每个现有的行为问题专门准备答案是不切实际的。但是，通过将特定问题归入相似的主题，并准备涵盖大量问题要求的案例，我们可以将需要准备的案例数量减少到大约3-5个。
可以提出的解决问题和追求结果的行为问题类型实在太多了，例如：
@ -47,99 +47,104 @@ social_title: 解决问题行为问题 | GreatFrontEnd
但是，当我们查看该类别下的 80% 的问题时，问题通常会询问如何解决问题或有效解决问题所需的特定特质，例如创造力、使用数据或权衡评估。问题的根源或目标，以及候选人在面对障碍时是否具有韧性，也可以从对这些问题的回答中推断出来。
## 建议的答案框架
## 建议的回答框架
和往常一样，我们推荐使用 [STAR 格式](https://www.indeed.com/career-advice/interviewing/how-to-use-the-star-interview-response-technique) 作为最简单、最有效的框架来构建你的故事。
尽管问题可能性很多，但我们可以通过思考一个稳健的解决问题的过程来抽象出所有解决问题行为问题的要求：
1. **问题识别**：从表面症状中识别出要关注的正确根本原因或根本问题。
2. **指标/目标设定**：确定解决问题（如果有）时表示成功的关键指标。
3. **信息收集**：从不同来源收集信息的足智多谋和数据驱动的思维方式（使用数据来驱动决策）。
1. **问题识别**：从表面症状中识别出要关注的正确根本原因或根本问题
2. **指标/目标设定**：确定解决问题（如果有）时将标志成功的关键指标
3. **信息收集**：从不同来源收集信息的资源能力和数据驱动的思维模式（使用数据来驱动决策）
4. **解决方案头脑风暴**：创造性地生成解决根本原因的解决方案
5. **解决方案评估**：评估每个解决方案的权衡，并选择最佳方案
6. **监控和调整**：通过衡量关键指标来监控解决方案的有效性。如果需要，调整策略。
6. **监控和调整**：通过衡量关键指标来监控解决方案的有效性。如果需要，调整策略
因此，你只需要确保你至少有 1 个 [准备好的故事或项目](/behavioral-interview-guidebook) 涵盖了以上所有步骤。 这样做的话，这个故事可以重复用于解决问题下的所有相关特质，例如数据驱动思维、足智多谋、创造力以及接受用户反馈。
因此，您只需要确保您的[准备好的故事或项目](/behavioral-interview-playbook/introduction)至少涵盖了上述所有步骤。通过这样做，该故事可以重复用于解决问题下的所有相关特征，例如数据驱动的思维模式、资源能力、创造力和与用户反馈合作。
当然，你可能需要根据故事的细节来侧重于特定问题中提出的具体方面。
我们建议你选择解决问题的故事，这些故事也可以用来获取以下方面的信号
我们建议您也选择可以同时用于获取以下信号的解决问题的故事：
* **主动性/积极性**：你主动调查问题、收集信息并解决问题。
* **领导力**：你主导了解决问题的过程
* **团队合作精神**：你必须作为团队的一员来解决问题
* **主动性/积极性**：您主动调查问题、收集信息并解决问题
* **领导力**：您主导了解决问题的过程
* **团队合作**：您必须作为团队的一员来解决问题
### 案例故事
## 案例故事
#### 情境
这是一个使用STAR格式的案例故事。
* 我是一家销售奢侈品的电子商务网站的技术负责人。 该网站是作为 Angular 1.5 单页应用程序构建的。
* 近年来，该产品已经显现出它的老化——开发人员的体验并不好，而且网站的性能也很差。 初始加载速度超过 3 秒，转化率约为 0.8%。
**情境**：我是一家销售奢侈品的电子商务网站的技术负责人。该网站是作为Angular 1.5单页应用程序构建的。近年来，该产品已经显现出它的老化——开发人员的体验并不好，而且网站的性能很差。初始加载速度超过3秒，转化率约为0.8%。
#### 任务
**任务**：我的任务是提高网站的性能和转化率。
* 我的任务是提高网站的性能和转化率。
**行动**
#### 行动
1. **问题识别**
* 转化与网站性能和用户体验相关
* 过去几年，由于没有专人监督网站的整体架构和跟踪性能指标，网站性能一直在逐渐下降
* 用户体验有一段时间没有被关注了
2. **信息收集**
* 查看了过去一年中错误的性质，根据其根本原因进行分类，以确定热点和主要问题区域。
* 收集了团队关于改进领域方面的反馈。
* 与产品经理一起，与团队进行了一次头脑风暴会议，以思考改进方法。
* 为了改进，首先我们需要知道我们做得如何：
* 再次检查我们的性能和转化跟踪是否正常工作。
* 开始跟踪来自Lighthouse和Core Web Vitals的新指标。
* 与数据科学家合作，提出了性能和转化的仪表板，并获得了一些见解：
* 确定了一些国家的转化率较低。
* 与桌面用户相比，移动用户的转化率较低。
* 与用户体验设计师和用户体验研究人员合作，以确定网站上端到端购物体验中的问题。
* 用户界面元素之间的间距太大，需要大量滚动，这影响了跳出率，因为一些用户懒得滚动。
3. **解决方案头脑风暴**
* **用户界面**：服务器端渲染对其性能和SEO有益至关重要。围绕良好的性能做出选择。
* **JavaScript框架**：从Angular.js 1.6迁移到Angular 17是一项巨大的工程，而且由于Angular 17是一个完全不同的框架，因此停留在Angular上并没有节省多少时间。
* **Next.js**：我们的一些开发人员具有使用React和Next.js的经验，作为构建SSR（服务器端渲染）应用程序的元框架正在迅速普及。我们确实希望Next.js提供的快速初始加载和类似应用程序的导航行为。
* **Svelte**：响应式模型很有吸引力，并且与React相比，编程模型更容易理解，但是生态系统比React小，并且没有那么多用Svelte构建的成功的电子商务网站的例子。
* **样式**：由于多年来添加了许多类并且难以删除，样式表变得非常臃肿。
* **Tailwind CSS**：Tailwind CSS是最热门的CSS方法之一，其原子CSS方法可以很好地扩展到不断增长的代码库。
* **Styled Components**：CSS-in-JS也是我们正在关注的，但是Styled Components与React相关，并且运行时样式注入对性能不利。
* **以性能为中心的思维模式**：阅读了许多关于[web.dev](https://web.dev/)和其他电子商务公司工程博客的性能案例研究，收集了一份重要的性能技术和流程清单：
* 为每个页面设置性能预算（低于300kb）
* 将性能基准测试作为CI的一部分运行——在合并Pull Requests之前和持续进行
* 延迟加载非关键组件
* 延迟加载低于折叠的内容
* 在页面级别而不是单个捆绑包上拆分JavaScript（由Next.js处理）
* 对图像使用WebP格式
* 在CDN上托管图像
* 图像的自适应加载，以便移动设备加载较小的图像
* 合并重复的JavaScript库（data-fns和moment.js），切换到`lodash-es`，删除了所有jQuery的用法
* 查看数据以识别较少使用的功能并将其从代码中删除，从而将产品详细信息页面上的JS大小减少了200+kb
* **搜索引擎优化（SEO）**
* 使用Ahrefs等SEO工具持续监控SEO
* 与营销团队合作，确保营销文案包含Ahrefs显示的重要关键词
* 调整页面URL以包含SEO关键词
* **用户体验改进**
* 单页结账体验，而不是两页结账，以减少点击次数
* 减少许多用户界面元素的高度
* 修复不会被错过的结账按钮
* **付款改进**
* 分析了Stripe结账数据并实施了特定于国家/地区的地址字段
* 最初只有一个可用的付款方式——信用卡。 寻求数据科学家的帮助，以评估新付款方式的受欢迎程度以及它们是否值得添加。 后来我们还添加了PayPal、Google Pay和Apple Pay付款方式
4. **解决方案评估**
* **元框架**：选择Next.js，因为它由一家公司支持，有许多可用资源，并且拥有最大的社区。 React也是最受欢迎的JavaScript库，也最容易招聘
* **样式**：Tailwind，因为它是一个可靠且面向未来的选择（与React的发展方向兼容）
5. **监控和调整**
* 在为期2个月的时间内，在A/B测试的背后推出了新网站，同时监控性能和转化率。
* 以前转化率较低的国家/地区，转化率提高了近50%。
**1. 问题识别**
**结果**
* 转化与性能和用户体验相关。
* 过去几年，网站的性能一直在逐渐下降。
* 用户体验已经有一段时间没有被关注了。 \[改进措辞]
* Lighthouse分数提高到92
* 加载速度提高到1.5秒
* 转化率提高到2.5%
* 最近的调查显示，开发人员的速度有所提高，现在更容易将人员招聘到团队中，因为更多的人比其他框架更了解React
**2. 信息收集**
* 查看了过去一年中错误的性质，根据其根本原因进行分类，以确定热点和主要问题领域。
* 收集了团队关于改进领域方面的反馈。
* 与团队一起集思广益，思考改进方法。
* 为了改进，首先我们需要知道我们做得怎么样。
* 再次检查我们的性能和转化跟踪是否正常工作。
* 开始跟踪来自 Lighthouse 和 Core Web Vitals 的新指标。
* 与数据科学家合作，提出了性能和转化的仪表板，并获得了一些见解：
* 确定一些国家的转化率较低。
* 与桌面用户相比，移动用户的转化率较低。
* 与用户体验设计师和用户体验研究人员合作，以确定网站上端到端购物体验中的问题。
* 用户界面元素之间的间距太大，需要大量滚动，这影响了跳出率，因为一些用户懒得滚动。
**3. 解决方案头脑风暴**
* **用户界面**：服务器端渲染对其性能和 SEO 优势至关重要。 围绕良好的性能做出选择。
* **视图**：从 Angular.js 1.6 迁移到 Angular 13 是一项巨大的工程，而且留在 Angular 上并没有节省多少时间。
* **Next.js**：我们的一些开发人员有使用 React 和 Next.js 作为构建 SSR 应用程序的元框架的经验，并且它正在迅速普及。 我们真的希望 Next.js 能够提供快速的初始加载和类似应用程序的行为。
* **Svelte**：反应式模型很有吸引力，而且编程模型比 React 的更容易理解，但是生态系统很小，而且没有那么多库。
* **样式**：由于多年来添加了许多类并且很难删除，样式表变得非常臃肿。
* **Tailwind CSS**：Tailwind CSS 是最热门的 CSS 方法之一，其原子 CSS 方法可以很好地扩展到不断增长的代码库。
* **Styled Components**：CSS-in-JS 也是我们正在关注的，但 Styled Components 与 React 绑定，并且运行时样式注入对性能不利。
* **以性能为中心的思维模式**。 阅读了 web.dev 和其他电子商务公司的工程博客上的许多性能案例研究，收集了一份重要的性能技术和流程列表：
* 为每个页面设置性能预算（低于 300kb）。
* 在合并拉取请求之前运行性能基准测试。
* 延迟加载非关键组件 延迟加载低于折叠的内容。
* 在页面级别而不是单个捆绑包上拆分 JavaScript（由 Next.js 处理）。
* 对图像使用 WebP 格式。
* 在 CDN 上托管图像，而不是自适应加载图像，以便移动设备加载较小的图像 整合重复的 JavaScript 库（data-fns 和 moment.js），切换到 lodash-es，删除所有 jQuery 的用法 - 查看数据以识别较少使用的功能并将其从代码中删除，从而减少产品详细信息页面上的 JS 大小 200+kb。
**4. 解决方案评估**
* **视图和渲染**：选择 Next.js，因为它有 Vercel 的支持，并且拥有最大的社区。 React 也是最流行的 UI 库，并且也最容易找到工作。
* **样式**：Tailwind，因为它是一个相当可靠且面向未来的选择。
**5. 监控和调整**
* 在为期 2 个月的 A/B 测试中推出了新网站，同时监控了性能和转化率。
* 此前转化率较低的国家/地区，转化率提高了近 50%。
#### 结果
* Lighthouse 分数提高到 92。
* 加载速度提高到 1.5 秒
* 转化率提高到 2.5%
* 在最近的调查中，开发人员的速度有所提高，现在更容易招聘人员加入团队，因为更多的人比其他框架更了解 React。
显然，整个故事作为对单个问题的回答过于详细；您绝对不应该像列清单一样列出您所做的所有具体性能改进！ 旨在通过简要介绍“行动”部分中的每个阶段，并深入研究展示该特定场景所需信号的部分，从而实现广度和深度。
## 可能的后续问题性质
正如我们在 [行为面试准备概述](/behavioral-interview-guidebook) 中所暗示的那样，鼓励面试官更多地依赖后续问题来真正了解候选人的思维过程和动机，这些问题通常属于以下几类：
正如我们在[行为面试准备概述](/behavioral-interview-playbook/introduction)中提到的，鼓励面试官更多地依赖后续问题来真正了解候选人的思维过程和动机，这些通常属于以下类别：
* 你认为你为什么做了（插入操作）？
* 你为什么不做（插入操作）？
@ -147,37 +152,47 @@ social_title: 解决问题行为问题 | GreatFrontEnd
对于解决问题或追求结果的问题，面试官很可能会探究问题，以帮助他们更多地了解：
* **任务/问题/目标的来源**（了解主动性和主动性）：
* 该项目或任务是由您发起的吗？ 在什么程度上？
* 潜在的想法来自您，还是只是执行计划？
* 您如何获得利益相关者的支持，甚至可以开展这项工作？
* **任务/问题/目标的来源**（主动性和主动性的理解程度）：
* 项目或任务是你发起的吗？ 程度如何？
* 潜在的想法来自你，还是仅仅是执行计划？
* 你是如何获得利益相关者的支持，甚至开始着手这项工作的？
* **候选人的角色和实际贡献**：
* 是否有一个团队参与解决问题或实现目标？
* 您自己主动发起或完全由您贡献了哪些行动，其他人做了什么？
* **确定要实现的问题或目标**：
* 是否有原因说明为什么优先解决或完成此特定问题或目标而不是其他问题或目标？
* 哪些行动是你自己主动发起的或完全由你贡献的，其他人做了什么？
* 你是如何帮助其他参与者实现目标的？
* **确定要解决的问题或目标**：
* 是否有原因导致优先解决或完成这个特定的问题或目标，而不是其他问题或目标？
* 是否有另一个问题或根本目标应该更重要？
* 这个问题是否尚未由公司的另一个团队解决？ 为什么必须重新发明解决方案？
* 这个问题是否已经被公司内的另一个团队解决了？ 为什么必须重新发明解决方案？
* **选择适当的指标/目标，以及它们是否在发布后进行了衡量**：
* 是否设定了任何定量或定性目标，以及如何决定？
* 它们在发布后是如何衡量的，结果如何？
* 如果问题得到解决，采取了哪些措施来确保不会再次发生同样的问题？
* **使用足够的信息来推动决策**：
* 您依赖哪些类型的研究或数据来做出决策/选择要解决的问题？
* 您花了多少时间进行研究和收集信息？
* 您如何在收集信息/计划和实际执行计划之间取得平衡？
* 是否设定了任何定量或定性目标，以及如何决定的？
* 它们是如何在发布后衡量的，结果是什么？
* 如果一个问题得到解决，采取了哪些措施来确保同样的问题不会再次发生？
* **使用足够的信息来驱动决策**：
* 你依赖什么类型的研究或数据来做出决策/选择要解决的问题？
* 你花了多少时间进行研究和收集信息？
* 你是如何平衡收集信息/计划和实际执行计划的？
* **选择正确的解决方案**：
* 考虑了哪些其他解决方案，以及每个解决方案的优缺点是什么？
* 为什么选择最终的解决方案？
* 解决方案最初的想法是谁提出的？ 它们是如何得出的？
* 为什么选择了最终的解决方案？
* 谁提出了解决方案的最初想法？ 它们是如何产生的？
## 解决问题的示例问题和答案
## 示例问题解决问题和答案
根据上述示例故事定制答案以回答具体问题。
上面的示例故事也可以通过提取相关部分来定制，以回答具体问题：
{/* TODO: 吉娜 */}
> 你能告诉我你曾经使用数据来驱动工程决策的经历吗？
* 您能否告诉我您使用数据来驱动工程决策的经历？
* 您能否提供一个您必须对项目中的复杂问题进行故障排除和修复的示例？
* 您能否描述一下您解决工程问题或实现有意义的指标改进的经历？
* 您能否描述一下您必须做出重要的工程决策以及您如何在权衡之间做出决定的经历？
详细说明关于转化表现的部分。
> 你能提供一个例子，说明你曾经不得不排除故障并修复项目中复杂问题的经历吗？
详细说明关于调查转化率低下的原因的部分。
> 你能描述一下你解决工程问题或实现有意义的指标改进的经历吗？
详细阐述关于迁移到服务器端渲染和应用现代性能技术的部分。
> 你能描述一下你曾经不得不做出重要的工程决策以及你如何在权衡取舍之间做出决定的经历吗？
详细说明关于选择要迁移到哪些框架以及做出这些决定的原因的部分。

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@ -1,6 +1,6 @@
---
title: Questions to Ask at End of Interview
description: Learn the best questions to ask at the end of your front end interviews.
description: Learn the best questions to ask at the end of your front end interviews.
seo_title: Useful Questions to Ask at the End of your Front End Interview
seo_description: Learn the best questions to ask at the end of your front end interviews. Written by ex-interviewers at Big Tech.
social_title: Questions to Ask at End of Interview | GreatFrontEnd
@ -12,7 +12,7 @@ In our anxiety to secure a job, some of us might forget that joining a bad team
- Is there room for career growth?
- Are the teammates/your manager collaborative and easy to work with?
Good questions asked at the end of the interview help a candidate achieve 2 objectives - leave a good impression and help the candidate assess if the company is truly suitable for them.
Good questions asked at the end of the interview help a candidate achieve 2 objectives – leave a good impression and help the candidate assess if the company is truly suitable for them.
In this article, we have provided a large list of useful questions you might ask to achieve this. Questions are organized by interviewer/interview round as well as objective.
@ -56,7 +56,7 @@ While HR/recruiting might not be familiar with the team's day-to-day, they would
#### "How frequently do employees make themselves available outside of working hours"
In a similar vein, we want to know if there is a general company culture for or against overtime work (without being too obvious). This could be a dealbreaker for some people, and should be cleared up asap.
In a similar vein, we want to know if there is a general company culture for or against overtime work (without being too obvious). This could be a deal-breaker for some people, and should be cleared up asap.
## Rounds with the hiring team/team you will join

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@ -12,7 +12,7 @@ social_title: 面试结束时要问的问题 | GreatFrontEnd
* 有职业发展的空间吗？
* 您的队友/您的经理是否乐于合作并且容易共事？
在面试结束时提出的好问题可以帮助候选人实现 2 个目标 - 留下好印象并帮助候选人评估该公司是否真的适合他们。
在面试结束时提出的好问题可以帮助候选人实现两个目标——留下好印象，并帮助候选人评估公司是否真的适合他们。
在本文中，我们提供了一份您可能提出的有用问题的长列表，以实现此目的。问题按面试官/面试轮次以及目标进行组织。
@ -56,7 +56,7 @@ social_title: 面试结束时要问的问题 | GreatFrontEnd
#### "员工们多久在工作时间之外的时间里出现"
同样，我们想知道是否有普遍的公司文化支持或反对加班（不要太明显）。这可能是一些人的一个决定性因素，应该尽快澄清。
同样，我们想知道是否存在支持或反对加班的一般公司文化（不要太明显）。这对于某些人来说可能是一个决定性因素，应该尽快澄清。
## 与招聘团队/你将加入的团队的轮次

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@ -8,7 +8,7 @@ seo_description: Efficiently prepare for your behavioral interviews by tackling
In this article, we will cover the top questions (ordered from highest frequency) that candidates should practice with before their interviews.
As alluded to in the [behavioral interview preparation overview](/behavioral-interview-guidebook/), most behavioral interview questions can be categorized into 8 main themes for efficient preparation. We recommend candidates to prepare using this strategy and then refer to the list below for practice.
As mentioned in the [behavioral interview preparation overview](/behavioral-interview-guidebook/introduction), most behavioral interview questions can be categorized into 8 main themes for efficient preparation. We recommend candidates to prepare using this strategy and then refer to the list below for practice.
## Top 16 most common questions
@ -29,9 +29,9 @@ As alluded to in the [behavioral interview preparation overview](/behavioral-int
1. Tell me about a time you learnt a new skill set after observing others leveraging it to great success
1. Can you describe a time when you had to effectively communicate technical information to a non-technical audience and how you approached it?
## Additional Questions for Leaders (Tech leads or Engineering Managers)
## Additional questions for leaders (Tech leads or Engineering Managers)
### Team Management and Leadership
### Team management and leadership
17. How do you approach the process of setting and achieving goals for your team?
1. Can you tell me about a time when you had to work with a tight budget or limited resources to achieve an objective?
@ -39,21 +39,21 @@ As alluded to in the [behavioral interview preparation overview](/behavioral-int
1. Describe a time when you had to handle an underperforming team member.
1. Can you describe a time when you had to adjust your management style to fit the needs of your team?
### Cross Functional Collaboration
### Cross functional collaboration
22. How do you approach the process of gathering and incorporating user or client feedback into your work?
1. Can you give an example of a time when you had to balance business needs with engineering complexity?
## Additional Questions for Practice
## Additional questions for practice
We've grouped the most common behavioral questions into 8 major themes. Check out additional practice questions while studying them:
- ["Tell me about yourself..."](/behavioral-interview-guidebook/self-introduction)
- "Walk me through your resume..."
- ["Why join this team or company?"](/behavioral-interview-guidebook/why-work-here)
- ["Do you have any questions for me?"](/behavioral-interview-guidebook/questions-to-ask)
- "Tell me about a time when..." (categorized into below themes)
- [Driving results and problem solving](/behavioral-interview-guidebook/problem-solving)
- [Collaboration](/behavioral-interview-guidebook/collaboration)
- [Growth mindset](/behavioral-interview-guidebook/growth-mindset)
- Adaptability and flexibility
- ["Do you have any questions for me?"](/behavioral-interview-guidebook/questions-to-ask)

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@ -8,7 +8,7 @@ seo_description: 通过先解决最常问的问题，为你的行为面试做好
在本文中，我们将介绍候选人在面试前应该练习的常见问题（按出现频率排序）。
正如在 [行为面试准备概述](/behavioral-interview-guidebook/) 中所暗示的那样，大多数行为面试问题可以分为 8 个主要主题，以便有效准备。我们建议候选人使用此策略进行准备，然后参考下面的列表进行练习。
正如在[行为面试准备概述](/behavioral-interview-guidebook/introduction)中提到的，大多数行为面试问题可以分为8个主要主题，以便有效准备。我们建议候选人使用此策略进行准备，然后参考下面的列表进行练习。
## 前 16 个最常见的问题
@ -29,7 +29,7 @@ seo_description: 通过先解决最常问的问题，为你的行为面试做好
15. 告诉我你观察到其他人利用它取得巨大成功后学习了一套新技能的一次经历
16. 你能描述一个你必须有效地向非技术受众传达技术信息以及你如何处理它的经历吗？
## 领导者的附加问题（技术负责人或工程经理）
## 针对领导者的附加问题（技术负责人或工程经理）
### 团队管理和领导力
@ -44,16 +44,16 @@ seo_description: 通过先解决最常问的问题，为你的行为面试做好
22. 你如何处理收集用户或客户反馈并将其纳入你的工作流程？
23. 你能举一个你必须平衡业务需求和工程复杂性的一次经历吗？
## 额外的练习题
## 额外的练习问题
我们将最常见的行为问题归纳为 8 个主要主题。在学习它们的同时，查看其他练习题：
* [“介绍一下你自己……”](/behavioral-interview-guidebook/self-introduction)
* “浏览一下你的简历……”
* [“为什么加入这个团队或公司？”](/behavioral-interview-guidebook/why-work-here)
* [“你有什么问题要问我吗？”](/behavioral-interview-guidebook/questions-to-ask)
* “告诉我一个时间……”（分为以下主题）
* ["介绍一下你自己..."](/behavioral-interview-guidebook/self-introduction)
* "请介绍一下你的简历..."
* ["为什么加入这个团队或公司？"](/behavioral-interview-guidebook/why-work-here)
* "告诉我一个关于...的经历"（分为以下主题）
* [推动结果和解决问题](/behavioral-interview-guidebook/problem-solving)
* [协作](/behavioral-interview-guidebook/collaboration)
* [成长心态](/behavioral-interview-guidebook/growth-mindset)
* 适应性和灵活性
* ["你有什么要问我的吗？"](/behavioral-interview-guidebook/questions-to-ask)

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@ -26,39 +26,19 @@ However, in behavioral interviews or technical interviews in a startup or a comp
However, do note that in whichever case, if you are doing coding interviews with fixed format in the round, you should keep your self introduction short to ensure that you have **more time on the actual coding test**. Any extra time you take on your self introduction will be taken away from the time you have to answer technical questions.
<table>
<tbody>
<tr>
<th>Interview Format</th>
<th>Company Type</th>
<th>Duration</th>
<th>Content</th>
</tr>
<tr>
<td rowSpan={2}>Coding or technical interviews</td>
<td>Big tech with fixed evaluation criteria</td>
<td>< 1 min</td>
<td>1 min pitch</td>
</tr>
<tr>
<td className="px-2">Others which may emphasize less on standard LeetCode-style coding tests</td>
<td>~1 min</td>
<td>1 min pitch + allude to portfolio showcase</td>
</tr>
<tr>
<td>Behavioral or culture fit interviews</td>
<td>Any</td>
<td>~1 min</td>
<td>1 min pitch + allude to portfolio showcase</td>
</tr>
</tbody>
</table>
| Interview format | Company type | Duration | Content |
| --- | --- | --- | --- |
| Coding or technical interviews | Big tech with fixed evaluation criteria | < 1 min | 1 min pitch |
| Coding or technical interviews | Others which may emphasize less on standard LeetCode-style coding tests | ~1 min | 1 min pitch + allude to portfolio showcase |
| Behavioral or culture fit interviews | Any | ~1 min | 1 min pitch + allude to portfolio showcase |
To tackle all the possible cases, you should prepare a 1-min pitch and a project portfolio (recommended but optional).
To tackle all the possible cases, you should prepare a 1-min pitch and a project portfolio (optional but recommended).
## The 1-min Pitch
## The 1-min pitch
### The Big Picture
What to cover within the minute you spend introducing yourself.
### The big picture
Most of the time, pitches will cover these 4 items:
@ -67,7 +47,7 @@ Most of the time, pitches will cover these 4 items:
1. If less than 5 years of working experience, educational background
1. Motivation for applying for role
When developing your pitch, keep the objective in mind — you want to leave a **good first impression** as a potential ideal candidate for the role. To do this, you should come off as confident, likable, on top of demonstrating key requirements of the role. Think about what you would look out for if you were to hire a candidate for this role?
When developing your pitch, keep the objective in mind — you want to leave a **good first impression** as a potential ideal candidate for the role. To do this, you should come off as confident and likable, on top of demonstrating key requirements of the role. Think about what you would look out for if you were to hire a candidate for this role.
Do not attempt to go too deep — focus on covering the main points and enunciating them confidently and smoothly. As software engineers, we prove our mettle through projects and code. Talking too much too early may come off as over-eager and words alone don't hold much value.
@ -86,32 +66,31 @@ On top of role-specific requirements such as team-specific frameworks and techno
| --- | --- |
| Understanding of front end fundamentals: HTML, CSS, JavaScript and related areas | "I have been building front end applications for a few years now and also contributed to popular open source projects like Lodash and jQuery." <br/><br/>"I was a Teaching Assistant for my college's web development course and mentored students working on projects which involved building full stack web applications." |
| Breadth and depth of front end technologies the candidate knows | "I used React, Tailwind, Next.js, Prisma and MySQL to build a Twitter clone as part of my software engineering team project." |
| Initiative to keep up with modern front end technologies | "I learnt Astro and rebuilt my personal blog using that because Astro is great for building content-driven websites." |
| Initiative to keep up with modern front end technologies | "I learnt Astro and rebuilt my personal blog using it because Astro is great for building content-driven websites." |
| Relevant front end projects that the candidate has worked on, complexity of those projects | "In my spare time I built a crypto price tracking app in React to learn how to build data visualization-heavy client apps and also solve a personal pain point of tracking my portfolio." |
Refer to below for examples of good self introductions.
Refer below for examples of good self introductions.
## Portfolio showcase
If you were to extend into a showcase of your portfolio, you would want to ensure that your portfolio is minimal and easy to run through during the interview
If you were to extend into a showcase of your portfolio, you would want to ensure that your portfolio is minimal and easy to run through during the interview.
The description for each project should encompass:
- Purpose of project: What it does for users
- Purpose of project – What it does for users
- Frameworks/technologies used
- Technical complexity involved
- Results, impact (optional)
Refer to this article for a more detailed understanding on how to conduct a portfolio showcase (coming soon).
## Examples of good self introductions
## Examples of Good Self Introductions
### Experienced engineers
### For Experienced Engineers
> I worked at Airbnb as a Front End Engineer for 6 years and was the lead developer on the project to redesign Airbnb's booking experience. As part of my work, I contributed to Airbnb's main design system by building several UI components like the carousel, ratings widget, and refactoring existing components. I also had experience contributing to Airbnb's open source front end projects like Enzyme and react-dates.
> I worked at Airbnb as a Front End Engineer for 6 years and was the lead developer on the project to redesign Airbnb's booking experience. As part of my work, I contributed to Airbnb's primary design system and was the person who build several UI components like the image carousel, ratings widget, and improving on existing components. I also had experience contributing to Airbnb's open source front end projects like Enzyme and react-dates.
>
> In my spare time, I enjoy learning new front end technologies and catching up with the ever-evolving front end ecosystem. Most recently I've been exploring new JavaScript frameworks like Astro and SolidJS to expose myself to new ways of building user interfaces and improve my skills as a Front End Engineer.
### For Fresh Graduates / College Students
### Fresh graduates / College students
> I graduated from Northeastern University in 2020 with a degree in Computer Science. My interests are in Front End development and I enjoy building delightful products on the web because of the freedom to develop whatever comes to mind and the fast feedback loop.
>
@ -119,19 +98,21 @@ Refer to this article for a more detailed understanding on how to conduct a port
>
> I'm interested in the Front End Engineer role at Google because I use Google products on a daily basis and am very impressed by their well thought out product experience. It'd be a dream come true to work on such products that impact the lives of billions.
## Hear it from the Hiring Managers
## Hear it from the hiring managers
Here are some anecdotes from interviewers wnd recruiters who participate in the hiring process for their tech companies.
> Typically I use the self introduction as an easy warm up to kick start the interview. No technical skills required, but it tests communication and ability to describe things in a clear and concise way.
— Engineering Manager, LinkedIn.
— Engineering Manager, LinkedIn
> Candidates shouldn't ramble on too deeply when introducing themselves as it was never meant to be a deep-dive, just a quick overview.
— Talent Acquisition, Coinbase.
— Talent Acquisition, Coinbase
> Could be a good idea to finish with what tech stacks or projects you've worked with, and what you hope to work on in the future/where you want to take your career.
— Engineering Manager, Indeed.
— Engineering Manager, Indeed
> Your interviewer is also a person. The foremost thing on an interviewer's mind is whether they want this person to join their team — it's not just about the skills. We want to know who you are, then what you are capable of. Of course, adding personal flavor with relevance to the job is best.

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@ -26,42 +26,19 @@ social_title: 回答“介绍一下你自己” | GreatFrontEnd
但是，请注意，在任何情况下，如果你在该轮次中进行固定格式的编码面试，你应该保持你的自我介绍简短，以确保你有**更多时间进行实际的编码测试**。你在自我介绍上花费的任何额外时间都将从你回答技术问题的时间中扣除。
<table>
<tbody>
<tr>
<th>面试形式</th>
<th>公司类型</th>
<th>时长</th>
<th>内容</th>
</tr>
| 面试形式 | 公司类型 | 持续时间 | 内容 |
| --- | --- | --- | --- |
| 编码或技术面试 | 具有固定评估标准的大型科技公司 | \< 1 分钟 | 1 分钟演讲 |
| 编码或技术面试 | 其他可能不太强调标准 LeetCode 风格的编码测试 | ~1 分钟 | 1 分钟演讲 + 暗示作品集展示 |
| 行为或文化适应性面试 | 任何 | ~1 分钟 | 1 分钟演讲 + 暗示作品集展示 |
<tr>
<td rowSpan={2}>编码或技术面试</td>
<td>具有固定评估标准的大型科技公司</td>
<td>\< 1 分钟</td>
<td>1 分钟推介</td>
</tr>
为了应对所有可能的情况，你应该准备一份 1 分钟的演讲和一个项目组合（可选，但推荐）。
<tr>
<td className="px-2">其他可能不太强调标准 LeetCode 风格的编码测试</td>
<td>~1 分钟</td>
<td>1 分钟推介 + 暗示作品集展示</td>
</tr>
## 1 分钟演讲
<tr>
<td>行为或文化契合度面试</td>
<td>任何</td>
<td>~1 分钟</td>
<td>1 分钟推介 + 暗示作品集展示</td>
</tr>
</tbody>
</table>
在一分钟内介绍自己的内容。
为了应对所有可能的情况，你应该准备一个 1 分钟的推介和一份项目组合（推荐但可选）。
## 1 分钟推介
### 概览
### 整体情况
大多数时候，推介将涵盖这 4 个项目：
@ -70,7 +47,7 @@ social_title: 回答“介绍一下你自己” | GreatFrontEnd
3. 如果工作经验少于 5 年，则为教育背景
4. 申请该职位的动机
在开发你的推介时，请记住目标——你想给潜在的理想候选人留下**良好的第一印象**。为此，你应该表现得自信、讨人喜欢，并且掌握该职位的关键要求。想想如果你要为这个职位招聘候选人，你会注意什么？
在准备你的演讲时，请记住目标——你想给潜在的理想角色留下**良好的第一印象**。为此，你应该表现得自信和讨人喜欢，同时展示该角色的关键要求。想想如果你要为这个角色招聘候选人，你会关注什么。
不要试图深入探讨——专注于涵盖要点，并自信流畅地阐述它们。作为软件工程师，我们通过项目和代码来证明我们的实力。过早地谈论过多可能会显得过于急切，而仅仅是言语本身并没有多大价值。
@ -87,34 +64,33 @@ social_title: 回答“介绍一下你自己” | GreatFrontEnd
| 标准 | 示例 |
| --- | --- |
| 了解前端基础知识：HTML、CSS、JavaScript 和相关领域 | “我已经构建前端应用程序几年了，并且还为流行的开源项目（如 Lodash 和 jQuery）做出了贡献。” <br /><br />“我曾是大学 Web 开发课程的助教，并指导学生进行涉及构建全栈 Web 应用程序的项目。” |
| 对前端基础知识的理解：HTML、CSS、JavaScript 和相关领域 | “我已经构建前端应用程序几年了，并且还为流行的开源项目（如 Lodash 和 jQuery）做出了贡献。” <br /><br />“我曾担任我大学的网络开发课程的助教，并指导学生进行涉及构建全栈 Web 应用程序的项目。” |
| 候选人掌握的前端技术的广度和深度 | “我使用 React、Tailwind、Next.js、Prisma 和 MySQL 构建了一个 Twitter 克隆，作为我的软件工程团队项目的一部分。” |
| 积极跟进现代前端技术 | “我学习了 Astro，并使用它重建了我的个人博客，因为 Astro 非常适合构建以内容为导向的网站。” |
| 候选人参与的与前端相关的项目、这些项目的复杂性 | “在业余时间，我用 React 构建了一个加密货币价格跟踪应用程序，以学习如何构建数据可视化密集型客户端应用程序，并解决跟踪我的投资组合的个人痛点。” |
| 积极跟进现代前端技术 | “我学习了 Astro 并使用它重建了我的个人博客，因为 Astro 非常适合构建以内容为导向的网站。” |
| 候选人参与的与前端相关的项目、这些项目的复杂性 | “在我的空闲时间，我用 React 构建了一个加密货币价格跟踪应用程序，以学习如何构建数据可视化密集型客户端应用程序，并解决跟踪我的投资组合的个人痛点。” |
请参考以下内容，了解良好的自我介绍示例。
请参考以下示例，了解良好的自我介绍。
## 作品集展示
如果要扩展到作品集的展示，您需要确保您的作品集简洁，并且在面试期间易于浏览
如果你要扩展到展示你的作品集，你希望确保你的作品集是最小的，并且在面试期间易于浏览。
每个项目的描述应包括：
* 项目目的：它为用户做什么
* 项目目的 – 它为用户做什么
* 使用的框架/技术
* 涉及的技术复杂性
请参阅本文，以更详细地了解如何进行作品集展示（即将推出）。
* 结果、影响（可选）
## 良好的自我介绍示例
### 对于经验丰富的工程师
### 经验丰富的工程师
> 我在 Airbnb 担任前端工程师 6 年，并且是重新设计 Airbnb 预订体验项目的首席开发人员。作为我工作的一部分，我通过构建几个 UI 组件（如轮播、评级小部件和重构现有组件）为 Airbnb 的主要设计系统做出了贡献。我也有贡献于 Airbnb 的开源前端项目（如 Enzyme 和 react-dates）的经验。
> 我在 Airbnb 担任前端工程师 6 年，并且是重新设计 Airbnb 预订体验项目的首席开发人员。作为我工作的一部分，我为 Airbnb 的主要设计系统做出了贡献，并且是构建了多个 UI 组件（如图像轮播、评级小部件）并改进现有组件的人。我也有为 Airbnb 的开源前端项目（如 Enzyme 和 react-dates）做出贡献的经验。
>
> 在业余时间，我喜欢学习新的前端技术，并赶上不断发展的前端生态系统。最近，我一直在探索新的 JavaScript 框架，如 Astro 和 SolidJS，以让自己接触到构建用户界面的新方法，并提高我作为前端工程师的技能。
> 在我的空闲时间，我喜欢学习新的前端技术，并赶上不断发展的前端生态系统。最近，我一直在探索新的 JavaScript 框架，如 Astro 和 SolidJS，以让自己接触到构建用户界面的新方法，并提高我作为前端工程师的技能。
### 对于应届毕业生/大学生
### 应届毕业生/大学生
> 我于 2020 年毕业于东北大学，获得计算机科学学位。我对前端开发很感兴趣，并且喜欢在 Web 上构建令人愉悦的产品，因为可以自由地开发任何想到的东西，并且反馈循环很快。
>
@ -124,17 +100,19 @@ social_title: 回答“介绍一下你自己” | GreatFrontEnd
## 听取招聘经理的意见
以下是一些参与其科技公司招聘流程的面试官和招聘人员的轶事。
> 通常，我使用自我介绍作为轻松的热身，以启动面试。不需要任何技术技能，但它测试了沟通能力和以清晰简洁的方式描述事物的能力。
— 领英工程经理。
— 工程经理，领英
> 候选人在介绍自己的时候不应该过于冗长，因为它从来都不是一个深入的探讨，而只是一个快速的概述。
— 人才招聘，Coinbase。
— 人才招聘，Coinbase
> 最好以你使用过的技术栈或项目，以及你希望在未来从事的工作/你希望你的职业生涯走向何方来结束。
— 工程经理，Indeed。
— 工程经理，Indeed
> 你的面试官也是一个人。面试官最关心的是他们是否希望这个人加入他们的团队——这不仅仅是关于技能。我们想知道你是谁，然后你有什么能力。当然，加入与工作相关的个人风格是最好的。

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@ -12,50 +12,56 @@
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@ -2,7 +2,7 @@
title: Answering "Why Work Here"
description: Learn the best way to answer questions about company motivation concisely and effectively, for front end engineers.
seo_title: How to Answer "Why Work Here" | Behavioral Interview Playbook
seo_description: Learn the best way to answer behavioral interview questions about company motivation concisely and effectively, for front end engineers.
seo_description: Learn the best way to answer behavioral interview questions about company motivation concisely and effectively, for front end engineers.
social_title: Answering "Why work here" | GreatFrontEnd
---
@ -12,11 +12,13 @@ As a hiring manager, "Why do you want to work here" is an extremely common quest
1. Suggested answer framework
1. Example questions and answers
## The Interviewer's Intention
## The interviewer's intention
Most interviewers ask this question with a single objective in mind — to understand more about you through your motivations to join the company. They want to know whether you were interested enough to do your research, or if there was a special reason that constituted a strong motivation from you.
## Suggested Answer Framework
Most candidates mention about how the company/job/product interests them and then stop there. However, a job is a mutually beneficial agreement. To leave a deeper impression, also mention why your skills will be useful to the company and how you can contribute.
## Suggested answer structure
To succeed, there are 3 basic steps to build your answer:
@ -26,21 +28,21 @@ Never take more than 60 to 90 seconds. Any longer might constitute a monologue.
### 2. Gather deep insights about the company/team/position gained from current/previous employees of the company
If you've been an interviewer before, you'd know that most candidates do not impress in the "why do you want to work in this company / team" question because they tend to answer it based the company's public information, which may not necessarily be representative of the individual team or department's culture or situation. For instance, imagine you are evaluating 2 candidates for a game-development team:
If you've been an interviewer before, you'd know that most candidates do not impress in the "why do you want to work in this company / team" question because they tend to answer it based the company's public information, which may not necessarily be representative of the individual team or department's culture or situation. For instance, imagine you are evaluating 2 candidates for a game development team:
1. Candidate A: "Company A is very environmentally friendly and I want to be a part of the earth-saving efforts" (as the team's manager, you know none of your team members ever talk about earth-saving as your work is completely unrelated to it)
1. Candidate B: "Team A is working on games based on Technology B and this is something I happen to be very interested in."
1. **Candidate A**: "Company A is very environmentally friendly and I want to be a part of the earth-saving efforts" (as the team's manager, you know none of your team members ever talk about earth-saving as your work is completely unrelated to it)
1. **Candidate B**: "Team A is working on games based on Technology X and this is something I happen to be very interested in."
To stand out as someone who is truly interested in the role, you should optimally strive to find insights specific to the team you are joining, and use that to justify your interest (and therefore fit).
#### Here are some common avenues to get team-specific insights:
#### Common avenues to get team-specific insights:
1. Gain more insights about the team's stack or practices from the job description (in some cases, there could be many details you could tap on)
1. Search up the team on LinkedIn and understand more about their individual work scope, past projects, backgrounds and interests
1. Try to score an informational interview or coffee chat or short video call with the team members (after doing basic research online)
1. Search up the team on Blind or even Reddit (go as specific in your query as possible)
1. Gain more insights about the team's stack or practices from the job description. In some cases, there could be many details you could tap on
2. Search up team members on LinkedIn and understand more about their individual work scope, past projects, backgrounds and interests
3. Search up team members on Blind or even Reddit (go as specific in your query as possible)
4. Ask the recruiters / hiring managers. Some companies will have you chat with the hiring managers to assess suitability even before any technical rounds are conducted. This is the best chance to ask questions about the team and role
#### Here are some useful questions you could ask:
#### Useful questions you could ask:
1. What are some of the unique challenges or learning opportunities that developers get on your team versus other companies?
1. What are the kinds of projects I could expect to work on if I were to join your team?
@ -52,14 +54,20 @@ To stand out as someone who is truly interested in the role, you should optimall
In so doing, you could also take the chance to cement the interviewer's impression of your passion for the field or the efforts you have made to build your expertise.
### 4. Explain what you bring to the table
Explain how you can contribute to the company through your skills and experience, aim to be unique and memorable if possible.
## Example questions and answers
### "Why do you want to work in the TikTok Shop team?"
> I've worked as a freelance web developer while in school for almost 4 years. Having grown significant experience as an individual contributor, the next step for me is to work on larger, more complex projects as part of a bigger team to take my development skills to the next level.
> I've worked as a web developer while in my previous company on an e-commerce platform for almost 4 years. Having gained significant experience as an individual contributor, the next step for me is to work on larger, more complex projects within a bigger team to take my development skills to the next level.
>
> The top 3 things about TikTok commerce for me are:
> The top 3 things about TikTok Shop for me are:
>
> 1. I like to know what my development efforts are able to tangibly drive impact. At the current stage, TikTok Shop is still at a relatively nascent stage of the product lifecycle where that is possible.
> 1. TikTok Shop serves the wide masses and has to deal with associated challenges such as accessibility, localization and e-commerce in a relatively new format, which allows me to develop my skills in that area.
> 1. I like to know that my development efforts are able to tangibly drive impact. At the current stage, TikTok Shop is still at a relatively nascent stage of the product lifecycle where that is possible.
> 1. TikTok Shop serves the wide masses and has to deal with associated challenges such as accessibility, localization, and e-commerce in a non-traditional format, which allows me to develop my skills in that area.
> 1. ByteDance (TikTok's parent company) internally develops many cutting edge technologies and also uses open source technologies. I'm excited to learn from the company's experienced engineers on how to scale these technologies to a worldwide audience.
>
> Lastly, my prior experience with e-commerce platforms would help me get up to speed fast and I'm eager to contribute to evolving TikTok's e-commerce platform to tackle future challenges.

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@ -16,7 +16,9 @@ social_title: 回答“为什么在这里工作”| GreatFrontEnd
大多数面试官问这个问题只有一个目的——通过你加入公司的动机来更多地了解你。他们想知道你是否足够感兴趣去做你的研究，或者是否有特殊原因构成了你强大的动力。
## 建议的答案框架
大多数候选人会提到公司/工作/产品如何吸引他们，然后就此打住。然而，一份工作是一项互惠互利的协议。为了留下更深刻的印象，还要提到你的技能对公司有何用处，以及你如何做出贡献。
## 建议的回答结构
要取得成功，构建你的答案有 3 个基本步骤：
@ -26,21 +28,21 @@ social_title: 回答“为什么在这里工作”| GreatFrontEnd
### 2. 从公司/团队/职位现任/前任员工那里收集关于公司/团队/职位的深刻见解
如果你以前是面试官，你就会知道大多数候选人在“你为什么想在这家公司/团队工作”这个问题上没有给人留下深刻印象，因为他们倾向于根据公司的公开信息来回答这个问题，而这可能不一定能代表个人团队或部门的文化或情况。例如，假设你正在评估 2 名游戏开发团队的候选人：
如果你以前当过面试官，你就会知道大多数候选人在“你为什么想在这家公司/团队工作”这个问题上没有给人留下深刻印象，因为他们倾向于根据公司的公开信息来回答，而这些信息可能不一定能代表个人团队或部门的文化或情况。例如，假设你正在评估 2 位游戏开发团队的候选人：
1. 候选人 A：“A 公司非常环保，我想成为拯救地球的努力的一部分”（作为团队经理，你知道你的团队成员从未谈论过拯救地球，因为你的工作与此完全无关）
2. 候选人 B：“B 团队正在开发基于 B 技术的游戏，而这正是我非常感兴趣的。”
1. **候选人 A**：“A 公司非常环保，我想为拯救地球的努力出一份力”（作为团队经理，你知道你的团队成员从未谈论过拯救地球，因为你的工作与此完全无关）
2. **候选人 B**：“A 团队正在开发基于技术 X 的游戏，而这正是我非常感兴趣的。”
为了脱颖而出，成为一个真正对这个角色感兴趣的人，你应该尽可能努力寻找特定于你所加入的团队的见解，并以此来证明你的兴趣（以及由此产生的适合度）。
#### 以下是一些获取团队特定见解的常见途径：
#### 获取团队特定见解的常见途径：
1. 从职位描述中获得更多关于团队的技术栈或实践的见解（在某些情况下，你可以利用很多细节）
2. 在领英上搜索团队，了解更多关于他们的个人工作范围、过去的项目、背景和兴趣
3. 尝试与团队成员进行信息面试或咖啡聊天或简短的视频通话（在进行基本的在线研究之后）
4. 在 Blind 甚至 Reddit 上搜索团队（尽可能具体地进行查询）
1. 从职位描述中获取更多关于团队的技术栈或实践的见解。在某些情况下，你可以利用很多细节
2. 在 LinkedIn 上搜索团队成员，了解更多关于他们个人的工作范围、过去的项目、背景和兴趣
3. 在 Blind 甚至 Reddit 上搜索团队成员（在你的查询中尽可能具体）
4. 询问招聘人员/招聘经理。一些公司会让你在进行任何技术环节之前与招聘经理聊天以评估是否合适。这是询问关于团队和角色的问题的最佳机会
#### 这里有一些有用的问题可以问：
#### 你可以问的有用问题：
1. 开发者在您的团队中与在其他公司相比，会遇到哪些独特的挑战或学习机会？
2. 如果我加入您的团队，我可能会参与哪些类型的项目？
@ -52,14 +54,20 @@ social_title: 回答“为什么在这里工作”| GreatFrontEnd
通过这样做，您还可以借此机会巩固面试官对您对该领域的热情或您为建立专业知识所做努力的印象。
### 4. 解释你能为公司带来什么
解释你如何通过你的技能和经验为公司做出贡献，如果可能的话，力求独特和令人难忘。
## 示例问题和答案
### “你为什么想在 TikTok Shop 团队工作？”
> 我在学校期间做了将近 4 年的自由职业 Web 开发人员。作为一名个人贡献者，我积累了丰富的经验，对我来说，下一步是作为更大团队的一部分，参与更大、更复杂的项目，以将我的开发技能提升到一个新的水平。
> 我在之前的公司担任了近 4 年的 Web 开发人员，负责一个电子商务平台。作为一名个人贡献者，我获得了丰富的经验，下一步是与更大的团队一起在更大、更复杂的项目中工作，以将我的开发技能提升到新的水平。
>
> 对我来说，TikTok 商务的 3 大优势是：
> 对我来说，TikTok Shop 的前 3 件事是：
>
> 1. 我想知道我的开发工作能够切实地推动影响。在目前阶段，TikTok Shop 仍处于产品生命周期的相对初期阶段，这是有可能的。
> 2. TikTok Shop 服务于广大民众，并且必须应对相关的挑战，例如可访问性、本地化和以相对较新的形式进行的电子商务，这使我能够在该领域发展我的技能。
> 1. 我希望知道我的开发工作能够切实地推动影响。在目前阶段，TikTok Shop 仍处于产品生命周期的相对早期阶段，这是有可能的。
> 2. TikTok Shop 服务于广大群众，并且必须应对相关的挑战，例如可访问性、本地化以及非传统形式的电子商务，这使我能够在该领域发展我的技能。
> 3. 字节跳动（TikTok 的母公司）内部开发了许多尖端技术，并且也使用开源技术。我很高兴向公司经验丰富的工程师学习如何将这些技术扩展到全球受众。
>
> 最后，我之前在电子商务平台上的经验将帮助我快速上手，并且我渴望为不断发展的 TikTok 电子商务平台做出贡献，以应对未来的挑战。