How to find the highlights at work

How to dig out the highlights at work

How to dig out the highlights at work? I believe that many people are always slightly better than others at work. Why exactly is that? Is it because others work harder than themselves? In fact, it is not the case. It is more because others are better at showing their own highlights. Let’s take a look at how to discover them. Highlight at work? How to find the highlights at work 1

1. Little P asks for help

Beautiful little P came to me yesterday and said she was worried about the interview. She wanted to talk to me, and I said to call me this morning. No matter how busy she is, I will still give you some guidance. Who asked you to sign up for my 2017 course?

Little P called and said anxiously that during the interview yesterday, there were two questions that I felt I didn’t answer well, but I didn’t know how to answer them.

I said, don’t worry, first tell me what position you are applying for. She said you were applying for a salary and benefits specialist. I then asked, what was your last job? Little P said that he had stayed in his last company for a year and a half and was working in this position. I said, if so, the problem is simple. What question did the interviewer ask you that you couldn't answer well?

Little P said that the first question the interviewer asked me was: What did you learn in your last job?

I said, this is too easy to answer. Just explain the highlights of your work. I added, I specifically talked about this issue in the course a few days ago, didn’t you listen?

I listened, but was not prepared, and was actually asked, Little P said sadly.

Teacher, how do you describe this highlight? I feel like my job is not very bright, Xiao P said painfully.

This is really a common problem. As of 2016, I have coached at least 10 students to answer this question. Like Little P, they told me that they felt that the work they were doing was ordinary and lackluster. Where could I find any bright spots?

But the amazing thing is that every time we have such a chat with me, everyone can find their own highlights, and their eyes will be a little brighter when they introduce themselves again or give a work report.

So, after all, it is still the same old saying: you never lack bright spots, what you lack is the eyes that can discover the bright spots.

2. Tutoring beauties?

I said, hey, if you are so lazy, it will be difficult for gods to help you. By the way, how did you answer?

Little P answered this way: In my last job, I learned to analyze problems carefully and report them to my boss in a timely manner. I must have a plan when doing things and not be blind.

I asked, is there any more? Little P said, no more.

After listening to her answer, I was a little angry, because I have written relevant articles many times, telling everyone that answering questions and describing job responsibilities cannot be the same, but must be specific, have facts, and the key points must be Highlights. Why do you completely forget the key points I emphasized during the actual interview?

Because Little P is a girl, I still held back and did not have an attack. I asked, your answer has no facts and is not convincing at all. Little P said, what should I say?

I asked her, what were your specific jobs in your last company? Come and tell me. Xiao P said that he is responsible for payroll accounting, social security and provident fund matters for employees.

I continued to ask, who is responsible for payroll accounting? What department? How many people are there? Please tell me more details. Xiao P said that he is responsible for the salary calculation of more than 300 people in the after-sales department, as well as the social insurance matters of these people.

Is it calculated using a system or using EXCEL? I kept chasing after him. Little P said that the company does not have a system and uses EXCEL for calculations.

Do you know how to use macros in EXCEL? I continue to confirm. No, I mainly use the LOOKUP function in EXCEL, which can help me calculate quickly.

I said, with these facts, we can talk now. Could you first describe the facts and then distill the required perspective from those facts? Little P said, not quite understanding what I meant.

I said, if it were me, I would probably say this: I worked in my last company for a year and a half, and this work experience gave me three gains. First, in my last company, I performed payroll calculations for more than 300 colleagues in the after-sales department. The workload was relatively heavy, especially as there must be no mistakes. After a year and a half of training, I have developed the habit of operating carefully, checking carefully, and focusing on work. Second, my previous company did not have an HR system, and all wages were calculated through EXCEL, so I dealt with EXCEL every day, which enabled me to skillfully use many advanced functions of EXCEL, such as LOOKUP for query and statistics. Third, while I am responsible for payroll accounting, I am also responsible for handling social insurance, provident fund, maternity insurance and other matters for my colleagues. In order to help my colleagues answer various questions about social insurance, I carefully studied the various regulations on social insurance and was able to quickly answer my colleagues' questions about social security and provident funds. ?

I asked Xiao P, would it be much better if I said this? Little P said, wait a minute, I will write down what you said. I roughly repeated it, and then told her that the important thing is not to memorize these contents, but to master the thinking of finding highlights.

3. Three steps to discover the bright spots

How to find the bright spots? There are nothing more than three steps:

One: Review the situation. Returning to work, I kept asking, what did you do? For whom? To what extent? In this session, lay out all the facts without judgment.

Two: Match. Analyze carefully, sift through the facts, and find the ones that attract the other person. How to filter? Of course, it is to determine what the other party needs, and then find out the characteristics of the other party's needs. For example, Xiao P is still applying for a job as a compensation and benefits specialist. This job definitely requires a careful attitude and proficiency in EXCEL. On the other hand, discard any facts that have nothing to do with the other party's needs.

Three: Structural shaping. This point has been mentioned in previous articles. You can arrange the opinions and facts you have compiled according to different structures such as timelines, spatial structures, pyramids, etc., to make the other party sound rigorous and easy to remember. ?

The above three steps are not only suitable for interviews, but also for work reports at the end of the year, and for finding the advantages of yourself or others.

Give me an example. Some women complain that they have married the wrong person and that their man is useless. At this time, the above method can be used. You can ask back, how did he catch you back then? What impressed you about him? Are these qualities still there? You can ask the other party to recall step by step. When she embarks on a journey of memory and relives the details that moved her, she will find that her man actually has many advantages.

It’s the end of the year. If you want to report on your work, please use the above three steps to dig out the highlights of your work. How to dig out the highlights of your work 2

The first question is, what do the judges care about?

We believe that in terms of career experience, the judges pay more attention to the progress and achievements made by the applicant in the long or short career experience, in order to infer whether the applicant has greater room for growth and training. value. Therefore, you need to present sufficient factual arguments! So what are factual arguments? They are Achievements, such as work performance and work results. Many students are always keen on describing responsibilities and neglect to present results, which is absolutely undesirable.

The next question is, how to present the results?

First of all, it should be quantified as much as possible. For example, during a certain period of time, a certain task you completed brought XX million in revenue/profit to the company, helped the organization improve X% efficiency, saved X million/X% of costs, etc., first give The examiner has an intuitive impression.

Secondly, what if the judges don’t understand your industry and functions? Then he may have no idea about the specific value you gave.

For example, if you complete a performance of 100 million for the whole year, the value of this 100 million will be different for different industries and different companies. You need to give out your contribution within the company and industry. What position is it in the inner ranking, TOP? Midstream? Or the end?

Finally, if possible, you need to make a sublimation, that is, what positive impact your contribution has had on the company and society. For example, it helps companies turn losses into profits, or how much social resources are saved, etc.

The third question is that work results are only an external manifestation. So what core competitiveness do you hope to reflect through these results?

Let’s take a deeper look at the evaluation criteria just mentioned. The judges must use the results to infer the applicant’s room for growth. This reasoning process is the process by which applicants demonstrate their abilities or core competencies. The examiner will not admit you directly just because of one or two outstanding results, but will dig deeper into the reasons behind the results. For example, a certain applicant did have outstanding achievements, but the reason turned out to be that he was on a large platform and had the advantage of monopolizing resources. This is the platform's ability, not the applicant's own ability, which is obviously not convincing.

Returning to the issue of core competitiveness, the popular understanding is the ability of "I have what others don't have, and I have the best when others have it".

First of all, your core competitiveness must make your stakeholders feel high value. For example: problem-solving ability. Whether it is internal customers or external customers, everyone has to face and solve various problems. If you really have this ability, you can naturally provide high value to internal and external customers.

Secondly, your core competitiveness should allow you to enter different fields. This is "transferable capability". The more transferable abilities are at the bottom, such as thinking ability, the more they can help you switch between different fields, thereby helping you move from a familiar field into an unfamiliar field.

Finally, your core competencies should be difficult to imitate. For an enterprise, if the core competitiveness is just a technology or a stable supplier, it is relatively fragile. But if it is a complex combination of technologies and production capabilities, the likelihood of it being replicated is slim. In the same way, for individuals, the core competitiveness based on a certain ability is relatively fragile. A truly effective core competitiveness that can withstand attacks should be a combination. Others may be able to surpass you in some aspects, but they cannot copy your competitiveness matrix. Therefore, it should be a system of dynamic mutual influence based on knowledge, skills, abilities, talents and other elements.

After understanding these three questions, we can push forward or backward.

The positive recommendation is: sort out each job function, clearly write the results corresponding to each function → think about what kind of ability drives the results, and extract the capabilities behind each achievement → classify Summarize to condense into mutually exclusive core competencies.

Why are mutual exclusion required here? The reason is actually very simple. First, if you repeatedly highlight a certain ability, the judges and teachers will ignore other abilities; second, there are also previous When it comes to the competitiveness matrix, a single competitiveness will appear too thin.

To push back: first clarify what kind of core competitiveness you want to show? For example, logical thinking ability, communication and coordination ability, business judgment ability, etc. → Go back to your work field to find the parts that can reflect these abilities → describe them clearly.

If you follow this logic and dig out the highlights of your professional experience, your ideas may become clearer.