“It’s hard to get a job because I don’t have any qualifications….”
What applicants need is not outstanding specifications!
It's an attitude of speaking your mind without holding back and persuading the interviewer with your own story!

Applicants who keep failing interviews believe that it is because of their qualifications, age, or school.
So, as soon as they hear the interviewer's question, they try to supplement their shortcomings by adding various keywords.
On the other hand, successful candidates do not give in to insufficient conditions.
After understanding the intent of the questions asked in the interview, answer confidently and honestly based on your usual thoughts and experiences.
The power of such confidence and honesty comes from the difference in ‘perspective and attitude.’
Only by properly understanding your own experiences, the job you are applying for, and the company you are applying for can you confidently demonstrate your attitude toward life from your own perspective.

This book provides answers to frequently asked questions from actual successful candidates and applicants.
It's not about copying good answers or learning speaking skills.
Through a variety of case studies spanning the humanities and sciences, and the public and private sectors, it teaches you how to express your own experiences, values, and attitude toward life in response to key questions such as self-introduction, motivation for application, and job competency.
In addition, it includes various methods for preparing for interview types such as AI interviews, PT interviews, and discussion interviews, as well as ways to improve the quality of your answers.
Meanwhile, the author identifies challenges faced by actual job seekers while helping them find jobs and offers solutions, while also covering interview preparation methods for the COVID-19 era.

An interview is ultimately a place where people meet and talk about whether they can work together in the future.
Success or failure is determined by attitude, not specifications.
Let's correct our understanding of ourselves, our job, and our company with this one book and run on the road to final success.

The reason applicants fail is not because they lack effort.
The effort is not enough, it is overflowing.
But the method was wrong.
If you set the direction right and build up step by step, you can change.
Let's begin to think seriously and fiercely so that the applicants who have worked hard so far can receive their due reward.
--- pp.8~9

Companies are always struggling to recruit good people.
But that doesn't mean that the good guy is a superman who will save a company in dire straits.
Companies know all too well that new employees are bound to lack skills.
They seek to find good colleagues who, even if somewhat awkward and lacking, can adapt well to the company's culture and atmosphere, and in the process, mingle with other employees, experience the company's ups and downs together, and lead the future.
--- p.18

Questions about career, background, and experience always bother applicants during interviews.
I have no idea where to start, how much to explain, and how to explain it.
In any case, applicants tend to think that this is an opportunity to reveal their key experiences in front of the interviewer.
I'm being greedy, thinking that I'll push through as much as I can when the opportunity arises, because I might not get any further questions.
In a rush, they list out key experiences in detail, focusing on subjective feelings and processes rather than the core information about their actions.
Can an interviewer who hears these answers really evaluate the applicant positively?
--- p.79

Most applicants to public corporations and public institutions prepare for employment by targeting an unspecified number of companies.
So, while you may have a slight preference for a particular company, questions like "Why did you apply to this company?" or "Why should I work for this company?" can feel awkward.
But there is good news.
Most public corporations and public institutions do not ask about your motivation for applying, but even if they do, it is much easier to prepare an answer compared to private companies.
--- p.92

If you don't get into it quickly from the start, the interviewer will feel bored.
In corporate life, those who cannot quickly throw out the core and essence are evaluated as incompetent.
Keep in mind that the higher the position and title, the more likely someone is to give a quick, concise explanation.
As much as you have prepared, you will feel the desire to reveal the contents of the materials you have learned and the knowledge you originally had.
However, if you fail to overcome that greed and spend time organizing unnecessary data or providing background information, the interviewer will feel bored.
If you clearly state your views and evidence, you can become a good PT even if you don't fill the given time.
--- pp.155~156

Most applicants perceive studying abroad as a great opportunity to demonstrate their challenging spirit and inclusiveness.
I think this is a bland answer that anyone could think of, but if I can't appeal like this, I'd rather die.
Ultimately, they choose a non-differentiated strategy using common keywords.
If I were you, I would have answered realistically, giving specific reasons or examples of why I became interested in a particular country.
On the other hand, successful candidates tell the truth.
By giving honest answers and presenting your feelings and meaning behind them rather than just throwing them out there, the interviewer can sense your sincerity and attitude towards life.
--- pp.189~190

Those who pass the exam read at least one economic article independently.
Focus on content that broadens your knowledge and perspective and makes it your own.
While repeat test takers will focus on the company's key achievements and its return to profitability in the aforementioned Samsung Engineering article, successful candidates will focus on which business strategies Samsung Engineering employed to achieve profitability, internalization, and record-breaking performance.

--- p.205