以下是小编帮大家整理的奥浦诺笔试经历（共含7篇），仅供参考，大家一起来看看吧。同时，但愿您也能像本文投稿人“xianqingyizhi”一样，积极向本站投稿分享好文章。
while you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. we are looking for both your ability to set the analysis up properly and then to do the math in real time.
question
q: in order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?
a: some of the possible answers are given below.
basic questions:
・ what are the components of costs at these schools (why is it so expensive to recruit there)?
・ what opportunities exist to reduce costs?
・ how much cost savings would result from implementing each of the opportunities?
・ what consequences would implementing each of these opportunities have on recruiting at the least efficient schools?
questions demonstrating further insight:
・ why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools? ・ if we reduce costs at the least efficient schools, what will we do with the cost savings
(i.e., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)?
we would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. yours may bring some additional insights. in either case, be sure that you can clearly explain how your question will bring you closer to the
right decision.
question
the mckinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.
q5: given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn''t want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?
a: we are looking for at least a couple of answers like the ones given below:
・ improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)
・ utilize referrals (e.g., faculty, alumni)
・ come up with creative ways to target specific departments/clubs of the school
・ rethink advertising spending - while increasing blanket ad spending doesn''t seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted way
this question is a good one for demonstrating creativity because there''s a long list of possible ideas. additional insights into how a given idea would be approached and how much it would cost are helpful.
奥浦诺(Opera)笔试题目
While you may find that doing a straightforward math problem in the context of an interviewis a bit tougher, you can see that it is just a matter of breaking the problem down. We are
looking for both your ability to set the analysis up properly and then to do the math in real
time.
Question
Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those
with an average cost per hire of $2,000), what else would you want to know?
A: Some of the possible answers are given below.
Basic questions:
· What are the components of costs at these schools (why is it so expensive to recruit
there)?
· What opportunities exist to reduce costs?
· How much cost savings would result from implementing each of the opportunities?
· What consequences would implementing each of these opportunities have on recruiting at
the least efficient schools?
Questions demonstrating further insight:
· Why is the cost lower at more efficient schools, and are there best practices in
resource management that can be applied to the least efficient schools?
· If we reduce costs at the least efficient schools, what will we do with the cost savings
(i.e., what would be the benefit of spending the money elsewhere vs. where it is currently
being spent)?
We would not expect anyone to come up with all of these answers, but we hope some of your
answers head in the same direction as ours. Yours may bring some additional insights. In either
case, be sure that you can clearly explain how your question will bring you closer to the
right decision.
Question
The McKinsey team conducts some analysis that indicates that increasing spending on blanket
advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in
hires.
Q5: Given that increased blanket advertising spending seems to be relatively ineffective,
and the client doesn\'t want to increase overall costs, what might be some other ideas for
increasing the candidate pool on a specific campus?
A: We are looking for at least a couple of answers like the ones given below:
· Improve/enhance recruiting messages (e.g., understand target candidate group, refocus
message on this group, understand competitive dynamic on campus)
· Utilize referrals (e.g., faculty, alumni)
· Come up with creative ways to target specific departments/clubs of the school
· Rethink advertising spending - while increasing blanket ad spending doesn\'t seem to
work, advertising might still be the most efficient and effective way to increase the number of
candidates if it is deployed in a more systematic, targeted way
This question is a good one for demonstrating creativity because there\'s a long list of
possible ideas. Additional insights into how a given idea would be approached and how much it
would cost are helpful.
Question
For simplicity\'s sake, let\'s say we\'ve conducted market research and found that there
are two types of people on each campus, A and B. Historically, our client has also used two
types of recruiting messages in its advertising. The first, called “See the World,” gets one
percent of type A students to apply, but three percent of type B students. The second,
called “Pathway to Leadership,” gets five percent of Type A students to apply, but only two
percent of type B students.
The chart below lists the breakdown of types A and B students at some of our major
campuses, and the message our client is using on campus.
School % of Type A Students % of Type B Students Recruiting Message Used on Campus
University 1 80% 20% Pathway to Leadership
University 2 48% 52% See the World
University 3 70% 30% Pathway to Leadership
University 4 60% 40% See the World
Q6: Assuming there\'s no difference between the costs of each message, what can you tell me
from this information?
School % of Type A Students % of Type B Students Recruiting Message Used on Campus
University 1 80% 20% Pathway to Leadership
University 2 48% 52% See the World
University 3 70% 30% Pathway to Leadership
University 4 60% 40% See the World
A: According to these numbers, the client should use the “Pathway to Leadership” message
across all four universities. The “See the World” message is preferable only if more than 80%
of the students at a given university are of type B.
An even more insightful response would mention that the ultimate answer depends on the cost
of each message, whether the cost increases depending on the number of students at the campus,
and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely
than the other to get an offer and to be successful on the job). One could imagine using both
messages on some campuses if the additional cost were justified by the resulting increase in
hires.
Question
University 4 graduates 1,000 seniors each year.
Q7: How many new candidates might be generated by changing the recruiting message at
University 4 to Pathway to Leadership?
A: The answer is 20 candidates (i.e., an increase of over 100%).
Number of each type of student at University 4:
1,000 seniors x 60% = 600 Type A students
1,000 seniors x 40% = 400 Type B students
Candidates attracted be See the World message:
(1% x 600) + (3% x 400) = 18 candidates
Candidates attracted by Pathway to Leadership message:
(5% x 600) + (2% x 400) = 38 candidates
Increase in candidates resulting from change in message:
38 - 18 = 20 more candidates (an increase of over 100%)
Question
Q8: What sort of next steps should we tell our client we\'d like to take based on what we
have discussed today?
A: The ability to come to a logical, defensible synthesis based on the information
available at any point in an engagement is critical to the work we do. Even though we\'d
consider ourselves to be very early in the overall project at this point in the case, we do
want to be able to share our current perspective. The ideal answer would include the following
points:
FINDINGS
· There appears to be an opportunity to significantly increase total applicants of the
same quality that we are getting today at the same or reduced cost:
· Increasing blanket advertising is ineffective and costly, but changing the advertising
message on some campuses could increase applicants significantly without increasing costs. At
one of the campuses we\'ve looked at, University 4, the number of applicants would go up more
than 100 percent
· The cost-per-hire varies dramatically from school to school. This suggests that there
may be opportunities to reduce costs in certain places or reallocate resources more efficiently
NEXT STEPS
· We plan to explore further ideas for increasing quality applications by changing the mix
of schools, beginning with a more detailed review of the opportunities to reduce costs at certain
schools
· After looking at levers to increase total applicants, we will be analyzing opportunities
to improve the offer rate (i.e., ensure we\'re not turning down quality applicants) and to
increase the acceptance rate
· We will examine additional methods for attracting more applications from our current
campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on
campus
奥浦诺公司笔试经验
应届毕业生网为大家介绍一份公司笔试经验，
Currently I am working on a project with one of the largest financial company in Wall Street to help them better recommend investment ideas and products to their clients. This is a typical project that demonstrates Opera’s analytics offering – discover insightful profiling from ample data, organize the priority by business logic, and provide solutions of actionable steps.
Opera provides me ample opportunities to explore, to learn and to grow by various types of projects and diverse clients. So far I have experienced in credit card industry, entertainment marketing practice, online recommendation analytics, and global market research. Each project and each area presents a new challenge. I have to learn the new things, combine what I have learned and worked previously, and investigate the best solutions within limited time frames.
Opera is also a global company. Working in Opera means working in a global environment. You team member can from anywhere in the world – I have worked with people from China, India, Poland, South Africa, Korean, Italy, Indonesia, UK, USA… You are expected to join, collaborate and share with people from all over the world.
奥浦诺笔试题
Question
The McKinsey team conducts some analysis that indicates that increasing spending on blanket
advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in
hires.
Q5: Given that increased blanket advertising spending seems to be relatively ineffective,
and the client doesn\'t want to increase overall costs, what might be some other ideas for
increasing the candidate pool on a specific campus?
A: We are looking for at least a couple of answers like the ones given below:
· Improve/enhance recruiting messages (e.g., understand target candidate group, refocus
message on this group, understand competitive dynamic on campus)
· Utilize referrals (e.g., faculty, alumni)
· Come up with creative ways to target specific departments/clubs of the school
· Rethink advertising spending - while increasing blanket ad spending doesn\'t seem to
work, advertising might still be the most efficient and effective way to increase the number of
candidates if it is deployed in a more systematic, targeted way
This question is a good one for demonstrating creativity because there\'s a long list of
possible ideas. Additional insights into how a given idea would be approached and how much it
would cost are helpful.
浦发银行笔试经历
首先声明：浦发发的短信我的手机竟然不能识别，笔试地点“十号楼阶梯教室②”到我的N3108竟然成了“□”，郁闷，等我到了考点才知道，后边还有个数字，幸亏急中生智，将短信转发给别人，才发现自己在二楼，郁闷。
笔试题目就是一些常识，主要是看对新闻时事的关注，以及一些金融方面的`知识，说实话，这些大部分都是蒙的，接下来是两篇英文阅读理解，自认为并不是很难，
最后是一个是写作，给段材料，1000字左右的短文。大意是释迦摩尼问他的徒弟：怎么样才能让一滴水不干涸，弟子不知，于是释迦摩尼说：将它放入海洋。
9：40进场，10：00开考，12：00结束。走出考场，学校的招聘会也快结束了。。
浦发哈尔滨分行笔试经历
8月2日参加浦发银行哈尔滨分行的笔试,是上班时间请假去的，笔试分几批，一批16个人，我想参加笔试的怎么也有60多个人吧。我们16个人分两组，8个人先做试卷8个人先上机，我先做试卷。
试卷差不多是公务员考试的行政能力测试的模式，第一部分是数学分析，挺难的，没做上几个，占用了大部分时间，然后是文字理解力，逻辑能力测试，最后一道题是英语翻译，我汗，我是学俄语的，还好，蒙出来一句，
接下来是上机，90道题的'心理测试，我很快就答完了，结果手太欠啦没点交卷，想点一个说明看看是什么，结果一下子就退出来了，人力资源的说关系。然后开始做一份简历，这也是上机考试一部分，我汗，没有五笔，还好这个做的挺快，我第一个交卷。
从浦发出来，我就想，再见了浦发，我只能在心中向往了，我还是安心做我的小会计吧，努力把注会考下来。
回家和男朋友说经过，被他一顿打击，结果都不郁闷啦。呵呵，没什么大不了的，从头开始，还是有些心痛，5万-8万的年薪就这样与我擦肩而过。
月奥的斯笔试经历
我是去年毕业进这家公司的。
记得笔试安排的时间大概是一个钟头左右，分为逻辑和英语两部分，逻辑就是一些图形数字找规律之类的，英文也很简单，几篇阅读理解了；对于我们学校的同学，如果发挥正常的话，绝对是没有问题的。
然后hr会把合格的考卷的主人交给各部门经理进行面试，面试也是一些比较常规的问题，事先准备一下，或者当场发挥都是可以的，
第二轮面试是hr把关的，感觉主要是起辅助作用，把把关。其实主要还是看第一轮面试，不过在第一轮面试之前他还会让你做个简单的笔试，就是写一下你对这家公司和你这个职位的'认识，以及的今后的工作计划，这个面试时好像也会问到，看一下网站准备一下就可以了。
OTIS招聘过程感觉满快的，从笔试到发offer一个礼拜就搞定了
另外，里面有不少交大的师哥师姐，感觉公司整体对交大还是蛮有认同感的。
祝大家好运。
★ 浦发济南笔试经验
★ 理光笔试经历
★ 博时基金笔试经历
★ 诺鑫银行笔试经验
★ 网易笔试面试经历
★ 趋势科技笔试经历
