Clarify the problem-analyze the reasons-contact resources-solve the problem, first calm his emotions and explain it to him clearly. Maybe he misunderstood what he didn't understand about my work, so first find out the reason why he was dissatisfied, and then negotiate to solve it. Calm emotions, ease attitudes, communicate and negotiate, and promote in many ways. If not, explain the specific problem to the leader and coordinate other resources to solve it.
You have a lot of important work at hand, and the leader has given you another task, but you have no extra time. How do you handle this matter?
(1) It should be believed that this was a moment of negligence on the part of the leader, who forgot that there were many important jobs, or that there were too few people to give them to me. Treat them correctly and don't complain.
(2) If possible, when dealing with new tasks for leaders, first adjust the work at hand and speed up the work progress to see if it can be completed in time. If overtime can be solved, add overtime.
(3) If it is not possible, explain the situation to the leaders and remind them of the importance of the work at hand. If the work at hand is not urgent, it is best to do it the next day. If not, ask the leader if this task is urgent. If it is, I will do it.
Social worker interview interview question 3: 1, someone runs a minimum living allowance, the conditions do not meet, and the leader is absent. What should you do?
First, patient explanation: explain to the case owner clearly what specific conditions are needed for social security and why the conditions of the case owner do not match;
Second, if the case owner has difficulties, he can register first and let him wait for a reply when he returns. After the director comes back, report to him, discuss and investigate the actual situation of the case owner, and then deal with it according to the regulations. And notify the case owner in time.
Third, if the case owner applies for subsistence allowance because of unemployment, he or her family should be encouraged to re-employment and actively participate in community employment training to achieve employment.
2. A laid-off couple illegally set up a stall in the community, and now they have to demolish it forcibly. As a social worker, what should you do?
First, the illegal construction of booths does not conform to state regulations, which has a certain adverse impact on the environment and safety of the community and should be dismantled according to law;
Second, since the owner of the case is a laid-off couple, their livelihood will be interrupted after the booth is demolished. As community workers, we should first appease the owner's emotions and patiently explain the harm of illegal construction to the owner; Understand the actual situation of both husband and wife, actively coordinate all parties, and help both husband and wife find suitable and legal booths according to their needs;
Third, give play to and make use of community resources, encourage case owners to participate in community re-employment training, strive for employment and solve life problems.
3. What if you handle a matter for a resident, but he is very dissatisfied and emotional, and wants to find your leader to solve it?
Clarify the problem-analyze the reasons-contact resources-solve the problem, first calm his emotions and explain it to him clearly. Maybe he misunderstood what he didn't understand about my work, so first find out the reason why he was dissatisfied, and then negotiate to solve it. Calm emotions, ease attitudes, communicate and negotiate, and promote in many ways. If not, explain the specific problem to the leader and coordinate other resources to solve it.
You have a lot of important work at hand, and the leader has given you another task, but you have no extra time. How do you handle this matter?
(1) It should be believed that this was a moment of negligence on the part of the leader, who forgot that there were many important jobs, or that there were too few people to give them to me. Treat them correctly and don't complain.
(2) If possible, when dealing with new tasks for leaders, first adjust the work at hand and speed up the work progress to see if it can be completed in time. If overtime can be solved, add overtime.
(3) If it is not possible, explain the situation to the leaders and remind them of the importance of the work at hand. If the work at hand is not urgent, it is best to do it the next day. If not, ask the leader if this task is urgent. If it is, I will do it.