Candidatei-me online. O processo levou 3 semanas. Fui entrevistado pela Unilever (Londres, Inglaterra) em jul. de 2015
Entrevista
Applied online and took the online tests and then offered an telephone interview. Online questions are what you'd expect and pretty simple - If you can't think of some good examples at that stage, the telephone interview is a lot harder. Online tests weren't too hard, take your time. Telephone interview was tough. If I hadn't read the interview help and previous interview questions on glassdoor I'd have completely drowned. Most questions I had had already been posted on here before - practice as many as you can. But my main advice would be to have numerous examples of leadership qualities ready - no interviewer wants to hear the same example 4 times.
Perguntas de entrevista [1]
Pergunta 1
Give an example of one of unilever's rivals and how they differ?
Candidatei-me por meio de uma faculdade ou universidade. O processo levou mais de 1 semana. Fiz uma entrevista na empresa Unilever (Englewood Cliffs, NJ).
Entrevista
Unilever got my name through Enactus, a social entrepreneurship organization that I am a part of and Unilever is a big sponsor for. They asked for an initial Skype interview and a week later I found out that I advanced to the next (final) round. That was Super Day, a competitive interviewing day at headquarters, in Englewood Cliffs, NJ. They flew me out there and the first day was a dinner and casual conversation with Unilever directors and leaders in the program currently. The next day was a group activity and 3 back to back interviews, with the last one being a case study question. The two earlier interviews were behavioral based. It was a high caliber group of people they brought in, about 25 of us, but they had no quota of spots to fill -- they could extend as many offers as they wanted.
Perguntas de entrevista [1]
Pergunta 1
The most difficult question for me was the case study. I was not a supply chain or engineering major (the rest of the group was), and so I wasn't used to thinking like that. The case was essentially a situation where your company wasn't able to meet demand and you weren't given enough information. You had to just ask probing questions to your interviewer to figure out what had happened and then suggest what you would do to improve processes.