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對于任何工作來說，前90天至關(guān)重要,。這屬于新員工的標(biāo)準(zhǔn)寬限期：也就是用于適應(yīng)新工作的時間,，同時也可以借這段時間向同事和雇主展示自己如何應(yīng)對新工作。正因?yàn)槿绱耍?0天/60天/90天問題——“在入職后30天,、60天和90天內(nèi)都有什么目標(biāo)？”——已經(jīng)逐漸成為了招聘經(jīng)理常問,、求職者常答的問題,。如何應(yīng)對？請見下文,。

先構(gòu)想

人們應(yīng)該考慮部門目標(biāo),、該職務(wù)的首要任務(wù)以及如何衡量自身的進(jìn)步。在入職后最初的30天內(nèi)能夠拿出什么樣的速效對策,？有哪些更長遠(yuǎn)的目標(biāo),？認(rèn)真考慮這些問題，并積極地將自己的工作計(jì)劃可視化,，從而展示你對崗位的理解以及相應(yīng)的工作能力,。在第一輪電話篩選中，不妨問一問招聘經(jīng)理他們衡量該崗位成功的關(guān)鍵指標(biāo)都有哪些,，然后你便可以將其作為指引,。

寫出來

30/60/90天計(jì)劃不僅僅是一個思想實(shí)驗(yàn)，也是一個書面的策略綱要,。不管是演示文稿還是書面報(bào)告,，最好能夠拿出一份實(shí)實(shí)在在的東西。在經(jīng)過一番構(gòu)思得出自己的目標(biāo)以及理想的影響力之后,，把它們寫下來,。這樣可以為招聘經(jīng)理提供一份可供其評估的文件。不用事無巨細(xì)地將其列出來,，因?yàn)楫?dāng)前你只能描述一下你打算做的事情,，而不是事無巨細(xì)地說明如何實(shí)現(xiàn)這些目標(biāo)。通常90天計(jì)劃的篇幅為3至4頁,。

分享

如果招聘經(jīng)理不問這些問題怎么辦,？別擔(dān)心：你依然可以提交你的計(jì)劃書。在一篇領(lǐng)英的文章中,，邁克·基辛格解釋道,，所有招聘經(jīng)理都會試圖從多個方面來了解求職者：他們是否了解這項(xiàng)工作,？能否勝任這項(xiàng)工作？是否愿意從事這項(xiàng)工作,？完成30/60/90天計(jì)劃書可以回答所有這些問題,，并展現(xiàn)你的誠意和組織能力。不妨對招聘經(jīng)理說：“我已經(jīng)圍繞自己在獲得這個崗位后打算做的事情寫了一份計(jì)劃書,?！保缓笤趹?yīng)聘時或應(yīng)聘后與招聘經(jīng)理分享,。得知你已經(jīng)思考過這個問題的事實(shí)會給他們留下深刻的印象,。

回答30/60/90這類問題能夠體現(xiàn)你自身對這個崗位的獨(dú)到看法，從而讓你在諸多求職者中脫穎而出,。當(dāng)然,，這類計(jì)劃最大的一個優(yōu)點(diǎn)莫過于展示你在獲得聘用之后的潛力，而且你也會知道在入職后該從哪一方面著手,！（財(cái)富中文網(wǎng)）

艾米·塞格林是Chaloner的總裁及聯(lián)合所有者,，Chaloner是一家全國性的高管獵頭公司，專注于傳播,、公共關(guān)系和營銷招聘,。

本文原載于Chaloner的The Interview Room博客。

譯者：Pessy

審校：夏林

The first 90 days of any job are vital. It’s the standard grace period for new employees: a time to get settled, but also a time to show coworkers and employers how you plan to handle your new role. It’s because of this that the 30/60/90 Question— “What are your goals for the first 30, 60, and 90 days on the job?”— has gained popularity with hiring managers and candidates alike. Here’s how to approach it.

Imagine it.

A guide suggests that you consider departmental goals and objectives, the position’s priorities, and how you’ll measure your progress. What are the “quick fixes” you can deal with in the first 30 days? What are your more long-term goals? Giving serious thought to the question and actively visualizing what you would do with the job is a way for you to exhibit your knowledge of the position and capability within it. During your initial phone screen, feel free to ask the hiring manager the critical ways they define success in that role, which you can then use as a guide.

Write it.

The 30/60/90 plan is more than a thought experiment; it’s a written outline of strategy. Whether it’s a PowerPoint presentation or a written report, having a tangible product is ideal. After you’ve brainstormed your goals and ideal impact, write it down. Doing so will create a helpful artifact for the hiring manager to evaluate. Don’t feel pressure to go into immense detail—for now you can focus on what you’ll do more than the nitty-gritty of how you’ll do it. A typical 90 day plan is 3-4 pages.

Share it.

What if the hiring manager doesn’t ask this question? Not to worry: you can still present your plan. In a LinkedIn article, Michael Kissinger explains that all hiring managers are trying to answer several questions about a potential candidate: Do they understand the job? Can they do the job? Will they do the job? Completing the 30/60/90 plan can answer all these questions while demonstrating your commitment and organization. Feel free to say to the hiring manager, “I’ve put together a plan of what I’d like to do in this position” and share it during or after your interview. If you’ve put in the thought, they’ll be impressed!

Answering the 30/60/90 Question allows you to set yourself apart from other applicants with your unique vision of yourself in the role. And of course, one of the best parts of a 30/60/90 plan is its potential should you get hired—you’ll know where to start!

Amy Segelin is the President and co-owner of Chaloner, a national executive search firm focused on communications, public relations, and marketing recruitment.

This story originally appeared on Chaloner’s The Interview Room blog.