Jordan Avery (Sample Candidate)
sample@hirovia.com · 企业客户经理 · completed · 邀请于 2026-08-01 · 完成于 2026-08-01
优先安排面试
各项表现均强，且有证据佐证。
请将该候选人排在队列最前。下方指南用于确认判断，而非用于筛选。
综合得分
89
排名第 3 位
共 18 位应聘该职位的候选人
前 17% · 高于其中 83% 的人
该得分的构成
优势与短板
6 项核心胜任力中有 6 项达到该职位的目标区间。
最强项
- 74 Rapport Building
- 74 Systematic Execution
- 74 Situational Insight
最弱项
- 50 Discovery & Qualification
- 64 Relationship Management
核心胜任力
这些胜任力决定职位匹配得分。阴影区间是本职位适用的范围；标记点表示该候选人相对于所有完成测评者所处的位置。
12550百分位7599
Rapport Building
74
Invests in rapport and long-term connection with clients and colleagues
处于目标
Relationship Management
64
Builds durable working relationships and repairs them when strained
处于目标
Systematic Execution
74
Works systematically, keeps records straight and finishes what enters the queue
处于目标
Situational Insight
74
Notices subtle signals about what the other party actually intends
处于目标
Problem Solving
70
Digs into unfamiliar problems and produces workable, tailored solutions
处于目标
Discovery & Qualification
50
Uses structured questions to establish fit before investing effort
处于目标
辅助指标
次要胜任力。它们不影响职位匹配得分，但会影响核心优势在日常工作中的表现方式。
值得追问： Direct Dialogue
Ownership
74
良好
Composed Judgment
65
良好
Adaptability
64
良好
Practical Optimism
59
良好
Drive to Win
55
良好
Direct Dialogue
44
发展中
情境判断 9 分中得 7 分
下列每一个情境都是担任该职位的人真实会遇到的，且没有可以事先查到的标准答案：每个选项都合理，而选择本身揭示了候选人在压力下的优先取舍。各选项权重不同，其中最优选项可得满分。
3 个情境中有 2 个
选择了最优应对方式
78%
占可得判断分数的比例
1Your largest corporate account's main contact goes quiet — three unanswered emails over two weeks. Renewal is in four months. What do you do?
所选
Call them directly, and in parallel reach out to another contact you know at the account to check whether something changed internally.
3/3
最优应对
2During a routine review, a corporate client mentions offhand that they're opening offices in two new countries. What do you do with this information?
所选
Congratulate them and make a note to mention it at renewal time.
1/3
最优
Ask questions about the expansion now, then follow up with a tailored proposal showing how you can support the new offices.
3/3
应对较弱
3Your company missed a deadline on a deliverable for a key account — the client doesn't know yet. What do you do?
所选
Call the client before they find out: explain what happened, what you're doing about it, and the new realistic date.
3/3
最优应对
画像匹配
18 项行为落在成功画像区间内，共 22 项。
行为明细（标准九分 1–9）
| 行为 | 目标 | 得分 | |
|---|---|---|---|
| Assertiveness | high | 4 | ✗ |
| Communications | high | 7 | ✓ |
| Competitive Style | mid | 4 | ✓ |
| Concentration | high | 7 | ✓ |
| Conflict Management | high | 5 | ✗ |
| Creativeness | high | 7 | ✓ |
| Decisiveness | high | 7 | ✓ |
| Detail Orientation | high | 7 | ✓ |
| Ego | high | 4 | ✗ |
| Emotional Composure | mid | 7 | ✗ |
| Empathy | high | 7 | ✓ |
| Initiative | high | 7 | ✓ |
| Instructiveness | high | 7 | ✓ |
| Learning | high | 7 | ✓ |
| Listening | high | 7 | ✓ |
| Negotiating | mid | 4 | ✓ |
| Planning | high | 7 | ✓ |
| Presentation Style | high | 7 | ✓ |
| Schedule Orientation | high | 7 | ✓ |
| Sociability | high | 7 | ✓ |
| Structure | high | 7 | ✓ |
| Task Completion | high | 7 | ✓ |
全部 33 项行为
| Affiliation | 4 |
| Assertiveness | 4 |
| Authority Relationships | 3 |
| Closure | 4 |
| Communications | 7 |
| Competitive Style | 4 |
| Concentration | 7 |
| Conflict Management | 5 |
| Creativeness | 7 |
| Decisiveness | 7 |
| Detail Orientation | 7 |
| Ego | 4 |
| Emotional Composure | 7 |
| Empathy | 7 |
| Goal Orientation | 4 |
| Influence | 3 |
| Initiative | 7 |
| Instructiveness | 7 |
| Intensity | 4 |
| Learning | 7 |
| Listening | 7 |
| Mobility | 4 |
| Negotiating | 4 |
| Planning | 7 |
| Presentation Style | 7 |
| Response to Change | 5 |
| Schedule Orientation | 7 |
| Self Responsibility | 7 |
| Sociability | 7 |
| Structure | 7 |
| Task Completion | 7 |
| Time Competency | 5 |
| Vitality | 7 |
简历评估 — 76/100
Six years of B2B account management with clear progression from coordinator to senior account owner. Strong tenure pattern (2-3 years per role) and quantified retention results. Resume is well organized and achievement-oriented.
优势
- Managed a $2.4M portfolio of 18 corporate accounts with 96% retention over two years
- Documented expansion wins, including growing a key account 40% through proactive needs analysis
- Stable career progression within the same industry
疑虑
- No direct experience with enterprise procurement cycles longer than 6 months
- Gap of 7 months in 2023 is not explained
- Limited evidence of managing accounts through a pricing increase or service failure
书面作答 （评分 71/100）
Describe the most important client account you have managed. How did you keep the relationship strong, and how did you grow the account's value over time?
For the past three years I managed a portfolio of 18 corporate accounts worth about $2.4M annually. I ran quarterly business reviews with every account and monthly check-ins with the top five. When I took over, retention was 88%; I brought it to 96% by [sample answer continues...]
评分 74/100。 Concrete account example with portfolio size, cadence of reviews and a quantified growth outcome. Slightly light on senior-stakeholder strategy.
Tell us about a time a key client was unhappy and at risk of leaving. What exactly did you do to save the relationship?
Our largest client gave notice after a billing dispute compounded a service delay. I asked for 30 days, brought their operations lead into a weekly call, fixed the root invoice error, and negotiated a service credit. They renewed for two years [sample answer continues...]
评分 68/100。 Honest account of a client on the verge of leaving; clear ownership and a structured recovery plan. Outcome stated but long-term relationship state left vague.
总体： Answers are specific and grounded in real situations, with honest treatment of a near-loss. The retention answer would benefit from more detail on the long-term relationship repair.
建议面试提纲
问题覆盖每一项核心能力，以及任何低于平均分的辅助指标 — 核心项无论分数高低都值得追问。
Rapport Building
发展不足时是这样
- Contacts clients only when something is due
- Knows the account, not the people
- Rapport is a script, not a relationship
发展充分时是这样
- Maintains contact rhythm beyond transactions
- Knows clients' goals, pressures and preferences
- Clients ask for them by name
Tell me about your longest-standing professional relationship with a client or partner.
- What has kept it alive?
- What has it been worth to both sides?
How do you get to genuinely know a new client beyond the contract?
- Walk me through a real onboarding you did.
- What do you record and remember?
Describe a relationship you lost and what you learned from losing it.
- What was the first sign?
- What would you do differently?
Relationship Management
发展不足时是这样
- Relationships are transactional and shallow
- Friction is left to harden into distance
- Wins the point, loses the partner
发展充分时是这样
- Builds trust across levels and functions
- Repairs strained relationships proactively
- Trades short-term wins for long-term partnership
Tell me about a working relationship that started badly and that you turned around.
- What was your share of the badness?
- What did you actually do to repair it?
- Where is it now?
How do you maintain relationships with people you need but rarely see?
- Give me a live example.
- What's your rhythm of contact?
Describe telling an important client or partner 'no' while keeping the relationship.
- How did you frame the no?
- What did you offer instead?
Systematic Execution
发展不足时是这样
- Workflow is improvised daily
- Details slip; records lag reality
- Volume causes chaos rather than rhythm
发展充分时是这样
- Runs a visible, repeatable system
- Documentation is current without being asked
- High volume raises throughput, not error rates
Describe the highest-volume, most detail-critical work you have handled.
- What system kept it accurate?
- What was your error rate, honestly?
- What happened when volume spiked?
Walk me through how you organize a normal working day.
- What survives when the day goes sideways?
- How do you make sure nothing entering your queue gets lost?
Tell me about building or improving a process that others then followed.
- What problem did it solve?
- Did it stick after you moved on?
Situational Insight
发展不足时是这样
- Misses shifts in tone and intent
- Assumes silence means agreement
- Surprised by outcomes others saw coming
发展充分时是这样
- Notices what is said and what is avoided
- Tests hypotheses about the other side's position
- Anticipates objections before they surface
Tell me about noticing that a deal or project had quietly changed direction before anyone said so.
- What tipped you off?
- What did you do with the read?
Describe a meeting where what mattered was not being said out loud.
- How did you surface it?
- Were you right?
Tell me about a time you completely misread a person or situation.
- What did you miss?
- What do you watch for now?
Problem Solving
发展不足时是这样
- Applies the standard fix whether or not it fits
- Firefights symptoms and leaves causes intact
- Gives up when the manual runs out
发展充分时是这样
- Diagnoses before prescribing
- Generates several options and tests the best
- Enjoys problems nobody has solved yet
Tell me about the hardest problem you've solved where no playbook existed.
- How did you take it apart?
- What options did you generate before choosing?
- How did you know it worked?
Describe a problem you initially misdiagnosed.
- What led you astray?
- How did you catch it?
A client brings you a problem that doesn't fit any standard solution you offer. Walk me through your first hour.
- What questions do you ask?
- When do you involve others?
Discovery & Qualification
发展不足时是这样
- Meetings ramble without an agenda or goal
- Accepts vague answers and moves on
- Invests equally in good and hopeless prospects
发展充分时是这样
- Comes with a structured line of questions
- Probes until answers are concrete
- Disqualifies fast and reinvests the time
Walk me through the questions you ask a brand-new prospect in the first meeting.
- Which answer most often disqualifies?
- What do you do with a vague answer?
Tell me about a prospect you qualified out early, and one you should have.
- What was the signal in each case?
- What did the miss cost?
How do you prepare the agenda for a meeting where you need specific information?
- Show me with a recent example.
- What if the other side hijacks the agenda?
Direct Dialogue 分数偏低 — 请谨慎追问
发展不足时是这样
- Goes quiet in meetings and vents in private afterward
- Lets small frictions accumulate into resentments
- Concedes quickly just to end the discomfort
发展充分时是这样
- Raises the issue with the person involved, early and calmly
- Separates the problem from the person
- Negotiates toward a resolution both sides can accept
Tell me about a serious disagreement with a colleague that you handled directly.
- How did you open that conversation?
- What was the hardest moment in it?
- Where did the relationship land?
Describe a conflict you watched build because nobody named it. What did you do?
- What was the cost of the delay?
- What would you do sooner next time?
When you and your manager disagree on something important, what do you actually do?
- Give me a concrete recent case.
- How far do you push before accepting the call?