題庫與模擬面試腳本#
除了「三大問題」（Big Three questions）之外，其實沒有人能有把握地告訴你行為面試會問到什麼。這也是為什麼我不建議把「刷題練習」當成主要的準備方式。
不過，看看範例問題還是有價值的，尤其是當你要確認自己的故事在各訊號面向（signal area）都有覆蓋、以及想練習一場完整連貫的面試時。
以下提供幾份腳本，你可以自己練習，或者更好的做法是交給朋友來問你；另外還附上依各訊號面向整理的常見問題清單。這些腳本既貼近實戰，也橫跨了各個訊號面向。
使用題庫時，重點不是把每一題都背出標準答案，而是檢查你的故事庫是否對每個訊號面向都有覆蓋。若某個面向沒有對應故事，那才是你該補強的地方。
模擬面試腳本#
括號內為該題對應的訊號面向。
Script #1（腳本一）#
- Tell me about yourself.（請自我介紹。）[Scope]
- Tell me about the largest scoped project you’ve ever built.（談談你做過規模最大的專案。）[Scope]
- Tell me about a time when you had to solve a complex technical problem.（談談你解決某個複雜技術問題的一次經驗。）[Scope]
- Tell me about a time you did something impactful that was not assigned to you.（談談你主動做了某件有影響力、但並非被指派的事。）[Ownership]
- Share an example of when you had to adapt to a requirement that changed quickly.（分享一次你必須因應快速變動的需求的經驗。）[Perseverance]
- Tell me a time when you disagreed with your manager or another leader.（談談你曾與主管或其他領導者意見不合的一次。）[Conflict Resolution]
- Tell me about a time when you failed.（談談你失敗的一次經驗。）[Growth]
- Tell me about when you went above and beyond the requirements.（談談你超出要求、多做一步的一次。）[Perseverance]
- What questions do you have for me?（你有什麼問題想問我？）
Script #2（腳本二）#
- Tell me about yourself.（請自我介紹。）[Scope]
- Why are you interested in this role?（你為什麼對這個職位有興趣？）[Scope]
- Tell me about the project you’re most proud of.（談談你最引以為傲的專案。）[Scope]
- Share an example of when you saw an opportunity that others missed and took action on it.（分享一次你看見別人錯過的機會並採取行動的經驗。）[Ownership]
- Tell me about a time when you had to get something from someone who didn’t want to give it to you.（談談你必須從一個不願配合的人手上取得某樣東西的一次。）[Conflict Resolution]
- Tell me about a time when you were faced with a problem with many possible solutions. How did you approach it?（談談你面對一個有多種可能解法的問題時，如何著手。）[Ambiguity]
- Tell me about a time when you were misunderstood.（談談你被誤解的一次。）[Communication, Conflict Resolution]
- Tell me about a time when a project was behind and how you responded.（談談某個專案落後時，你如何回應。）[Perseverance]
- Tell me about a time when you learned something.（談談你學到某件事的一次。）[Growth]
- What questions do you have for me?（你有什麼問題想問我？）
Script #3（腳本三）#
- Tell me about yourself.（請自我介紹。）[Scope]
- Tell me about the project where you’ve had the largest business impact.（談談你帶來最大商業影響力的專案。）[Scope]
- Tell me about when you’ve demonstrated leadership.（談談你展現領導力的一次。）[Scope]
- Tell me about a time when you were involved in a conflict at work.（談談你在工作上捲入衝突的一次。）[Conflict Resolution]
- Tell me about how you handled a project that was very ambiguous.（談談你如何處理一個非常模糊的專案。）[Ambiguity]
- Can you describe an instance where you proactively prepared for a potential issue before it became a problem?（描述一次你在潛在問題成形之前就主動防範的經驗。）[Ownership]
- Tell me about a time when you balanced planning with rapid execution.（談談你在規劃與快速執行之間取得平衡的一次。）[Perseverance, Ambiguity]
- How did you communicate something technical to someone non-technical?（你如何向非技術人員說明技術內容？）[Communication]
- Tell me about recent constructive feedback you’ve been given by your manager.（談談最近你主管給你的建設性回饋。）[Growth]
- What questions do you have for me?（你有什麼問題想問我？）
依訊號面向分類的題庫#
Scope（範圍）#
- What was your most impactful project?（你最有影響力的專案是什麼？）
- What’s the hardest technical/product/organizational problem you’ve ever solved?（你解決過最難的技術／產品／組織問題是什麼？）
- Walk me through your career progression and how your responsibilities have evolved.（帶我走過你的職涯發展，以及你的職責如何演進。）
- Tell me about a time when you had to make a decision with significant business consequences.（談談你做出一個具有重大商業後果的決定的一次。）
- Describe a situation where you had to handle both technical and organizational complexity simultaneously.（描述一次你必須同時處理技術與組織複雜度的情境。）
- What’s the most challenging architectural or system design decision you’ve made?（你做過最具挑戰性的架構或系統設計決策是什麼？）
- How would you improve our product?（你會如何改善我們的產品？）
- How would you build [complex system] from scratch?（你會如何從零打造〔某個複雜系統〕？）
Ownership（當責）#
- What’s the biggest project you originated and drove yourself?（你自己發起並推動的最大專案是什麼？）
- What decision did you make that significantly influenced a project’s direction?（你做過哪個決定顯著影響了專案的方向？）
- Give me an example of when you identified a problem that others hadn’t noticed.（舉一個你發現別人沒注意到的問題的例子。）
- Tell me about a time when you went above and beyond your assigned responsibilities.（談談你超出被指派職責、多做一步的一次。）
- Describe a situation where you had to make a tough business decision and take responsibility for the outcome.（描述一次你必須做出艱難的商業決定並為結果負責的情境。）
- Describe how you’ve measured and tracked the success of your initiatives.（描述你如何衡量與追蹤你所推動事務的成效。）
Ambiguity（模糊性）#
- When and how did you get started on something without a clear direction?（你曾在何時、如何在沒有明確方向的情況下著手一件事？）
- When did you have to make a tough prioritization decision?（你何時必須做出艱難的優先順序決策？）
- Tell me about a project where the requirements kept changing throughout development.（談談一個開發過程中需求不斷變動的專案。）
- Describe a time when you had to make a decision with incomplete information.（描述一次你在資訊不完整下做決定的經驗。）
- Tell me about a situation where you had to define success criteria for an ambiguous project.（談談你必須為一個模糊專案定義成功標準的情境。）
- Give me an example of when you had to navigate conflicting stakeholder expectations.（舉一個你必須協調相互衝突的利害關係人期望的例子。）
- Describe a time when you had to pivot strategy mid-project due to changing conditions.（描述一次你因情況變化而在專案中途調整策略的經驗。）
- Give me an example of when you had to structure an approach for a completely new type of problem.（舉一個你必須為全新類型的問題建立解法架構的例子。）
- Describe a situation where you had to move forward despite uncertainty about the outcome.（描述一次你在結果不確定下仍向前推進的情境。）
Perseverance（毅力）#
- When was something delayed or blocked and how did you handle it?（有件事被延遲或卡住時，你如何處理？）
- Describe a project that took much longer than expected and how you maintained momentum.（描述一個耗時遠超預期的專案，以及你如何維持動能。）
- Give me an example of when you had to overcome significant technical or organizational obstacles.（舉一個你克服重大技術或組織障礙的例子。）
- Tell me about a time when you had to work through a particularly challenging debugging or problem-solving process.（談談你熬過一段特別棘手的除錯或解題過程的一次。）
- Describe a project where you had to persist despite lacking resources or support.（描述一個你在缺乏資源或支援下仍堅持完成的專案。）
- Give me an example of when you had to overcome resistance from stakeholders or team members.（舉一個你克服利害關係人或團隊成員阻力的例子。）
- Describe a situation where you had to maintain quality standards under pressure.（描述一次你在壓力下仍維持品質標準的情境。）
- Tell me about a time when you had to learn a difficult skill or technology to complete a project.（談談你為完成專案而學習一項困難技能或技術的一次。）
- When have you had to cancel a project and why?（你何時必須取消一個專案，原因為何？）
Conflict Resolution（衝突化解）#
- Tell me about a time when you strongly disagreed with your manager or teammate.（談談你與主管或同事強烈意見不合的一次。）
- Describe a situation where you had to work with someone difficult and how you handled it.（描述一次你必須與難相處的人共事，以及你如何處理。）
- Describe a situation where you had to get something from someone who didn’t want to give it to you.（描述一次你必須從不願配合的人手上取得某樣東西的情境。）
- Tell me about a time when you had to deliver difficult feedback to a colleague.（談談你向同事傳達難以啟齒的回饋的一次。）
- Give me an example of when you had to find common ground with someone who had opposing views.（舉一個你與立場相反的人尋求共識的例子。）
- Describe a situation where you had to navigate a conflict between different departments or teams.（描述一次你協調不同部門或團隊間衝突的情境。）
- Describe a situation where you had to manage up and influence your manager’s decision.（描述一次你向上管理並影響主管決策的情境。）
- How would you handle a difficult coworker?（你會如何應對難相處的同事？）
- What would you do if you disagreed with a technical decision?（如果你不同意某個技術決策，你會怎麼做？）
Growth（成長）#
- Tell me about the biggest mistake you’ve made and what happened next.（談談你犯過最大的錯誤，以及後來發生了什麼。）
- Describe a time when you had to learn something completely new under pressure.（描述一次你在壓力下學習全新事物的經驗。）
- Tell me about a time when you received difficult feedback and how you applied it.（談談你收到難以接受的回饋，以及你如何應用它的一次。）
- Describe a situation where you had to admit you were wrong and change course.（描述一次你必須承認自己錯了並改變方向的情境。）
- Give me an example of when you actively sought out feedback to improve your performance.（舉一個你主動尋求回饋以提升表現的例子。）
- Describe a time when you had to develop a new skill to advance in your career.（描述一次你為了職涯進展而培養新技能的經驗。）
- Tell me about a situation where you had to unlearn an old approach and adopt a new one.（談談你必須拋開舊做法、採用新做法的情境。）
- Describe a time when you mentored someone.（描述一次你指導他人的經驗。）
- Give me an example of when you had to overcome a significant weakness or blind spot.（舉一個你克服重大弱點或盲點的例子。）
Communication（溝通）#
- Tell me about a time when you had to convince others when the stakes were high.（談談你在高風險情況下必須說服他人的一次。）
- Describe how you’ve facilitated conversation among others.（描述你如何在他人之間促成對話。）
- Tell me about a time when you had to explain something technical to a non-technical audience.（談談你向非技術聽眾解釋技術內容的一次。）
- Tell me about a time when you were misunderstood and/or misunderstood someone else.（談談你被誤解、或你誤解他人的一次。）
- Describe a situation where you had to manage up effectively.（描述一次你有效向上管理的情境。）
- Tell me about a time when you had to write documentation or communication that others could easily follow.（談談你撰寫讓他人容易理解的文件或訊息的一次。）
- Give me an example of when you had to adapt your communication style for different audiences.（舉一個你為不同聽眾調整溝通風格的例子。）
- Tell me about a situation where you had to ensure alignment across multiple teams.（談談你必須確保多個團隊達成共識的情境。）
- How did you adapt your communication style to achieve a better outcome in a potentially negative situation?（在可能演變為負面的情況中，你如何調整溝通風格以取得更好的結果？）
Leadership – General（領導力｜一般）#
- Tell me about a time you drove change across multiple teams or the organization.（談談你在多個團隊或整個組織中推動變革的一次。）
- Describe a situation where you had to influence without authority.（描述一次你在沒有職權的情況下發揮影響力的情境。）
- How have you significantly mentored those around you who don’t report to you?（你如何深度指導那些並非向你匯報的人？）
- Tell me about a time you had to convince leadership to change direction on a major initiative.（談談你必須說服高層改變某項重大計畫方向的一次。）
- Describe how you’ve scaled yourself as your responsibilities grew.（描述隨著職責增加，你如何擴展自己的能量。）
- What is your leadership style?（你的領導風格是什麼？）
- What’s your approach to building and maintaining team culture?（你如何建立與維繫團隊文化？）
Leadership – Cross-Functional（領導力｜跨部門）#
- Give me an example of when you had to coordinate a complex, multi-team initiative.（舉一個你協調複雜的多團隊計畫的例子。）
- Tell me about a conflict you resolved between your team and another team.（談談你化解自己團隊與另一團隊之間衝突的一次。）
- What is your most/least effective partner relationship?（你最有效／最無效的合作夥伴關係是什麼？）
- Tell me about how you communicate with partner teams.（談談你如何與合作團隊溝通。）
- How do you ensure your team’s work aligns with broader company objectives?（你如何確保團隊的工作與公司整體目標一致？）
- How do you approach building relationships with new cross-functional partners?（你如何與新的跨部門夥伴建立關係？）
Leadership – People Management（領導力｜人員管理）#
- Tell me about a time when you encountered an under-performing report.（談談你遇到表現不佳的下屬的一次。）
- Describe your approach to career development planning for your reports.（描述你如何為下屬規劃職涯發展。）
- How did you help a senior report grow?（你如何協助一位資深下屬成長？）
- Tell me about how you conduct one-on-ones.（談談你如何進行一對一會談。）
- What is your hiring philosophy?（你的招募理念是什麼？）
- Tell me about a time you made a mistake hiring or delegating to someone.（談談你在招募或授權時犯錯的一次。）
- Tell me about a conflict you encountered between members of your team.（談談你團隊成員之間發生衝突的一次。）
- Give me an example of when you had to restructure or reorganize your team.（舉一個你必須重整或重組團隊的例子。）
- What is feedback you’ve been receiving from your reports?（你的下屬給了你什麼回饋？）
- Tell me about a time you had to manage through a significant organizational change.（談談你帶領團隊度過重大組織變革的一次。）
Values – General（價值觀｜一般）#
- How do you approach technical debt?（你如何看待技術債？）
- What’s your philosophy on code reviews?（你對程式碼審查的理念是什麼？）
- How do you handle competing priorities?（你如何處理相互競爭的優先事項？）
- What’s your approach to mentoring?（你如何進行指導？）
- What’s your strategy for stakeholder management?（你管理利害關係人的策略是什麼？）
- What’s your framework for prioritization?（你排定優先順序的框架是什麼？）
- How do you balance short-term wins with long-term strategy?（你如何在短期成果與長期策略之間取得平衡？）
- How do you think about giving and receiving feedback?（你如何看待給予與接受回饋？）
- What’s your strategy for managing up?（你向上管理的策略是什麼？）
Values – People Management（價值觀｜人員管理）#
- What’s your management philosophy?（你的管理理念是什麼？）
- How do you approach one-on-ones?（你如何進行一對一會談？）
- What’s your philosophy on delegation?（你對授權的理念是什麼？）
- How do you think about career development for your reports?（你如何看待下屬的職涯發展？）
- What’s your approach to performance management?（你如何進行績效管理？）
- How do you think about team structure and organization?（你如何看待團隊結構與組織？）
- What’s your philosophy on hiring?（你對招募的理念是什麼？）
- How do you approach team goal-setting?（你如何為團隊設定目標？）
- What’s your framework for handling underperformers?（你處理表現不佳者的框架是什麼？）
- How do you think about team motivation and retention?（你如何看待團隊激勵與留任？）
Values – Product Management（價值觀｜產品管理）#
- What’s your philosophy on customer feedback?（你對客戶回饋的理念是什麼？）
- How do you think about product quality?（你如何看待產品品質？）
- What’s your approach to MVP vs. fully-featured launches?（你如何看待 MVP 與完整功能上線之間的取捨？）
- How do you balance user needs with business goals?（你如何在使用者需求與商業目標之間取得平衡？）
- What’s your framework for measuring product success?（你衡量產品成功的框架是什麼？）
Hypotheticals – General（假設情境｜一般）#
- How would you be productive around a difficult coworker?（面對難相處的同事，你如何保持高效？）
- How would you define success for a project?（你會如何定義一個專案的成功？）
- What would you do if you disagreed with the approach the company is taking?（如果你不同意公司採取的做法，你會怎麼做？）
- What would you do to convince a coworker of your position?（你會怎麼做來說服同事接受你的立場？）
- How would you turn around a failing project?（你會如何挽救一個失敗中的專案？）
- What would you do if a project was significantly behind schedule?（如果專案嚴重落後進度，你會怎麼做？）
- How would you approach a problem with many possible solutions?（面對一個有多種解法的問題，你會如何著手？）
- Suppose requirements changed dramatically mid-project. How would you adapt?（假設專案中途需求劇烈變動，你會如何因應？）
- How would you approach learning a technology you’ve never used before?（你會如何學習一項從未用過的技術？）
- What would you do if you made a significant mistake that impacted users?（如果你犯了一個影響到使用者的重大錯誤，你會怎麼做？）
Hypotheticals – People Management（假設情境｜人員管理）#
- How would you go about assigning roles to team members?（你會如何分配團隊成員的角色？）
- How would you ensure your team is diverse and inclusive?（你會如何確保團隊多元且具包容性？）
- How would you prioritize projects on a roadmap?（你會如何為 roadmap 上的專案排序？）
- What would you do if there was unhealthy competition between team members?（如果團隊成員間出現不健康的競爭，你會怎麼做？）
- How would you go about addressing a performance challenge?（你會如何處理績效問題？）
- How would you go about keeping the team’s skills current?（你會如何讓團隊的技能保持與時俱進？）
- How would you communicate bad news to leadership?（你會如何向高層傳達壞消息？）
- Suppose you had to convince leadership to invest in something without immediate business value (like technical debt or tooling).（假設你必須說服高層投資一件沒有立即商業價值的事，例如技術債或工具。）
- How would you approach building a team from scratch with limited budget?（你會如何在預算有限下從零建立團隊？）
- How would you maintain team morale during a company reorganization?（在公司重組期間，你會如何維持團隊士氣？）
Hypotheticals – Product Management（假設情境｜產品管理）#
- How would you go about improving [company product]/[product you use yourself]?（你會如何改善〔某公司產品／你自己使用的產品〕？）
- Suppose there were competing visions in the org on how to handle a project. What would you do?（假設組織內對於如何處理某專案存在相互競爭的願景，你會怎麼做？）
- How would you balance flexibility and process on a team?（你會如何在團隊的彈性與流程之間取得平衡？）
- How would you go about prioritizing a roadmap?（你會如何為 roadmap 排定優先順序？）
- How would you handle a situation where you need something from a resistant partner team?（當你需要一個抗拒配合的夥伴團隊提供某樣東西時，你會如何處理？）
Follow-ups（追問）#
雖然把這些列出來略顯多餘，但它們太常見了，難以忽略：
- What would you do differently?（你會有什麼不同的做法？）
- What was the hardest [technical, etc.] part of that?（那件事最難的〔技術等〕部分是什麼？）
- How did you measure success?（你如何衡量成功？）
- Did you encounter any conflicts during that project?（那個專案過程中你遇到任何衝突嗎？）
- What are the next steps with that project?（那個專案接下來的步驟是什麼？）