BCG Interviewing.ppt

1、,AGENDA,Overview The case interview Interview techniques Suggested approaches Evaluation criteria Success-oriented behavior Analytic, problem-solving Presence, communication Designing your case Appendix: vocabulary for describing candidates,WELCOME TO THE BOSTON RECRUITING CADRE!,Associate,Barbara B

2、erke Mark Blaxill Rob Lachenauer Sara LaPorta Rob Archacki Sarah Cairns-Smith Renard Charity Guy Fish Gerardo Garbulsky Simon Goodall Rich Hutchinson Cynthia Janower David Koenig Laura Kohn Rob MacNaughton Emre Onder Ravi Paintal Fred Paster Massimo Russo Rob Weiss Anne Wilkins Wendy Woods,Consultan

3、t,Philip Evans John Frantz Todd Hixon Paul Fenaroli Grant Freeland Nicholas Glenning Pat Kager Chris Keevil Jean Mixer Steve Mugford Ojas Rege Anne Wilkins Geoff Hyatt Jill Altshuler Deborah Lovich Jim Maritan David Williams Mark Gooley Michael Halbherr Peter Smith Bob Trudeau Clay Van Doran Susan W

4、empa Natalie Wright,Consultant Targets,Associate Ranges,BCG NORTH AMERICA IS LOOKING TO HIRE A LOT OF PEOPLE,Office,Full Time,Summer,Full Time,Summer,Atlanta Boston Chicago Dallas Los Angeles New York San Francisco Toronto Washington D.C.,4-5 12-15 12-15 3-4 5-7 6-7 4-5 7-10 0-1,0-1 4-6 2-3 0-1 1-2

5、2-3 0-1 6-7 0-1,7 30 24 6 8 18 8 10 8,5 24 16 7 6 13 6 8 4,BOSTON RECRUITING IDENTIFIES MORE THAN ITS SHARE OF OFFEREES,Consultant(1) Full Time Summer Associate Full Time Summer,1996-7 N. and S. American offers extended,% from Boston core schools,Core Schools,53% 46% 26% 53%,Harvard Business School

6、Sloan Tuck Harvard Law Harvard PhD MIT PhD Harvard Amherst MIT Dartmouth Princeton Brown Yale U Penn/Wharton,225 131 78 17,(1) Numbers include ANZ,THREE LEVERAGE POINTS IN RECRUITING PROCESS,Create demand Specialist, outreach programs High-priority dinners Presentations, club events, etc. Screen can

7、didates effectively Convert offerees,THE “SCREENING” PROCESS DIFFERS SLIGHTLY BETWEEN ASSOCIATES AND CONSULTANTS (I)Associate Process,Every resume received is read and scored by at least two associates Usually associates from applicants school Scoring system common across N. America 28% of applicant

8、s selected for interview,Resume Review,First Round,Second Round,Final Round,Location: Typically on campus (either in school career center or near by hotel) Typically 1-45 minute case interview 32% of applicants selected for 2nd round,Location Either on campus (next day) or in nearby BCG office Typic

9、ally 2-45 minute case interviews 35% of applicants selected for final round,Location Office considering offer Typically 2-3 45 minute interviews (VPs) with 1-2 20 minute “chats” with recruiting director/officer Lunch/tour with current associates during the day Formal dinner night before 50% of appli

10、cants given offers 5% of 1st rd 2% of resumes,All interviews include case “hosting suite” of associates and recruiting director that provides additional input on candidates,THE “SCREENING” PROCESS DIFFERS SLIGHTLY BETWEEN ASSOCIATES AND CONSULTANTS (II)Consultant Process,Varies by school and office

11、responsible E.g., all interested HBS students receive interview,Resume Review,First Round,Final Round,Typically two 45 minute case interviews(1),Varies by office In Boston, typically four interviews: two 45 minute case interviews, tow 15 minute “fit” interviews with Dave/Ken,(1)Note: Non-MBA candida

12、tes typically go through a single interview pre-screen round (“Round 0”),EXPECTATIONS OF NON-MBA CANDIDATES DIFFER SLIGHTLY FROM THOSE OF MBA-CONSULTANTS,We hire associates and consultants who we believe will make strong future case leaders, managers, and officers Not just “data crunchers” or even “

13、analysts” However, we do not expect these candidates to have the business jargon or savvy that an MBA-consultant candidate should No MBA Most not even business or economics majors (this is okay) Thus, associate and non-MBA consultant interviewers should look for the thought patterns and drive of a c

14、onsultant But should not screen based on vocabulary or business knowledge,We do have a higher bar for our non-MBA consultants than our associates General maturity Potential speed up the learning curve,HOWEVER, IN THE END, WE ARE LOOKING FOR THE SAME ATTRIBUTES,“Smart” Conceptually Analytically Highl

15、y motivated Demonstrated leadership skills Strong interpersonal skills Team oriented,Remember: Not just strong associates and consultants, but also potential case leaders, managers, and VPs!,BCG MAKES A GOOD IMPRESSION ON CANDIDATESDURING INTERVIEW PROCESS (I),“I was treated in a professional/courte

16、ous manner.” “BCG interviewers were attentive/interested/responsive.” “Both interviewers presented interesting cases which challenged my abilities and demonstrated typical work of BCG consultants.” “Both interviewers were very professional during the interview but, at the same time, made me comforta

17、ble and more relaxed about the process.” “Both interviewers were very friendly and acted genuinely interested in me.” “Very professional.”,“Overall, the interviews and interviewers provided a pleasant experience. I liked the fact that my career was emphasized in the interview.” “BCG is renowned at K

18、ellogg for very tough cases/interviews. I did not find this; in fact, the two interviewers were very friendly and clearly had an interest in me, the candidate. I enjoyed the cases and actually learned from them while having a good time. Thanks for a great learning experience.” “I felt that the inter

19、viewers had a genuine interest in my background, and they enabled me to share aspects of my work experience which are not easily described on a resume.” “I am impressed with BCGs classy act with regards to recruiting. This is the first time many students truly have contact with the firm; it is how w

20、e form our opinions of culture, treatment of new employees, etc. I enjoyed my interviews and will remember BCG in a favorable manner.” “I am very impressed with your interviewers and their level of professionalism. My experience interviewing with your firm was very positive, and I hope it leads to f

21、uture interaction.” “Most professional interview yet.”,BCG MAKES A GOOD IMPRESSION ON CANDIDATESDURING INTERVIEW PROCESS (II),“A little bit more time should have been devoted to my background.” “I didnt have an opportunity to explain how my experience would be applicable to BCG and consulting.” “I d

22、id not appreciate the interviewer pointing out the flaws in my reasoning during the case.” “One of my interviewers must have been up late because he seemed to nod off a few times.”,BUT REMEMBER, THE IMPRESSION IS A LASTING ONESome Examples,AGENDA,Overview The case interview Interview techniques Sugg

23、ested approaches Evaluation criteria Success-oriented behavior Analytic, problem-solving Presence, communication Designing your case Appendix: vocabulary for describing candidates,THE CASE INTERVIEW,Mechanics of the interview process are critical to its success Preparationif you are not prepared, it

24、 shows Timing45 minutes really isnt much time Interview managementcontrol of the process is critical 80/20 rule: candidates should talk 80% of the time,BCG interviewer 20% Evaluationeffective hiring decisions depend on this Design and delivery of your case determines how effectively you can evaluate

25、 the candidate You must be familiar with all aspects of the case It must test all the skills we are looking for It must be flexible and designed so you can probe for weaknesses It must lead to an effective relative score,PREPARING YOURSELF,Prepare an introduction to yourself Beyond the bio that will

26、 be provided the recruit Get your energy up on the day of the interview Arrive 30 minutes before your first interview, reread these notes Read the resume, find one to three points of interest, use it to help shape your case approach Think of some non-case questions to use,BCGS RECRUITING PRINCIPLES,

27、Respect for recruits Fair evaluation process Opportunity for recruits to express themselves Professional and courteous behavior Attentive, interested and responsive to recruits,MANAGING THE INTERVIEWSuggested Flow,1-2 minutesIntroduction Set the agenda 10-15 minutesDraw them out Open discussion (res

28、ume, motivations, style) 20-25 minutesIntroduce the case Discuss the case Wrap up the case 4-5 minutesQ make the student take advantage of an open-ended, unstructured situation,Reference,AGENDA,Overview The case interview Interview techniques Suggested approaches Evaluation criteria Success-oriented

29、 behavior Analytic, problem-solving Presence, communication Designing your case Appendix: vocabulary for describing candidates,TESTING ANALYTICAL SKILLS,Framing/organizing Ability to identify key issues which he/she needs to deal with in order to solve the problem Prioritizing issues Ability of inte

30、rviewee to assess the issues, prioritize them and form a coherent plan of attack Identifying relevant information Ability to dig deep enough to find the detailed information which leads to a meaningful answer Drawing conclusions from facts Ability of interviewee to use information given and manipula

31、te it accurately into a logical conclusion -ability to identify the key displays or data dimensions needed to reach a solution -ability to derive relationships among different dimensions of data Identifying key implications and next steps Ability to predict relationships and outcomes based on sound

32、reasoning -clear logic to conclusion -delineation of alternatives,FRAMING/ORGANIZING THE PROBLEM,Creating the situation: Provide a brief introduction to a situation and ask candidate to formulate an approach Structuring of the case problem Formulation of an analytical approach to a module State the

33、problem the way the client stated it to you,Poor performance Narrow definition of problem Boilerplate analytical templates e.g., “marketing problem” Good performance Broad problem definition Approach relevant to situation Good questions to identify subtleties of situation e.g., “financial, marketing

34、 and sales components” Superior performance Broad definition with subtleties drawn out,Your role Serve as a resource of high-level factual information When necessary, provide more information suggestions or questions Keep focusing the candidate back to defining rather than solving issues Maintain a

35、running list of the issues they have raised Fill in contextual details,Reference,IDENTIFYING RELEVANT INFORMATION,Creating the situation: Define a case module (focus on one issue) and ask the candidate to take you through how they would address the issue Execution of an analytical module,Poor perfor

36、mance Outlined general types of information needed Little thought to appropriate depth or methodology Good performance Lay out information required Identify options to find data Some thought on resources required Superior performance Organized vision of information required Methodology for defining

37、appropriate level of rigor Quick hits to determine feasible and infeasible approaches,Your role Define the task as you would for a new consultant Provide them the information you had when the module began Serve as a resource where appropriate how big is market? does data exist? Probe to determine de

38、pth of thought process what do they mean? how would you do that?,Reference,DRAWING CONCLUSIONS FROM FACTS,Creating the situation: Ask the candidate to take you through an actual analysis. Frame the problem with a set of data and ask specific questions How would you estimate the scale curve for their

39、 business?,Poor performance Gets lost in the data Not facile with facts Doesnt check answer Wrong answer with poor approach Good performance Pulls relevant data into analysis Can manipulate the data and concept Clear approach (and hopeful, answer) Superior performance Defines approach clearly Manipu

40、lates data into answer Effectively displays or communicates information Can extrapolate concept effectively,Your role Clearly define the question you want them to address Be prepared to define the concept you are asking about Provide a set of information which allows them to reach an answer,Referenc

41、e,DRAWING CONCLUSIONS FROM FACTSSuggested Approaches,Synthesis of information Provide a set of information and get the candidate develop the analytical relations Example: provide information on markets and competitors Look for How much can they pull from the data? sales market share relative share “

42、fair share” How would they display it?,Ability to communicate a conclusion Look for how the candidate expresses their ideas Possible choices scale curves experience curves cost de-averaging demand curve market segmentation Be prepared to Explain these concepts See if they can fit data to the concept

43、,Reference,IDENTIFYING KEY IMPLICATIONS AND NEXT STEPSSuggested Approaches,Generating high-level recommendations Summarize the key conclusion of the study and ask for recommendations Look for Well-developed logic which incorporates the information in a relevant fashion in a reasonable fashion The ab

44、ility to think beyond the conclusion to the implications next steps alternatives,Framing an analytical answer Ask the candidate to outline the business implications of analytical conclusions Look for Can they synthesize their analysis and other relevant information into actionable recommendations i.

45、e., analytical market position + economic conditions + business strengths = rational action plan Do they capture the subtleties which show good judgment? risk alternatives,Reference,AGENDA,Overview The case interview Interview techniques Suggested approaches Evaluation criteria Success-oriented beha

46、vior Analytic, problem-solving Presence, communication Designing your case Appendix: vocabulary for describing candidates,PRESENCE/COMMUNICATION,Listening skills Answers the questions you ask Remembers data provided during case discussion Reads nonverbal communications Oral skills/articulation Getti

47、ng to the point Cogently structures logic, rationale Charisma/spark Energetic Enthusiastic Credibility/maturity Someone you would be comfortable sending alone to the client,AGENDA,Overview The case interview Interview techniques Suggested approaches Evaluation criteria Success-oriented behavior Anal

48、ytic, problem-solving Presence, communication Designing your case Appendix: vocabulary for describing candidates,DESIGNING A CASE WHICH EVALUATES ALL KEY CRITERIA REQUIRES CAREFUL PLANNING,The object is to test all criteria during the course of a coherent, topical discussion You must have a clear id

49、ea how to get to each point There must be a way to distinguish between poor, good and excellent performance no right or wrong answer; levels of performance The case must be flexible to cope with a wide variety of situations Varying approaches Varying candidate background and experience Avoid brainte

50、asers and trick questions. The case is a BCG selling point Exhibit multifaceted, interesting dimensions of our work,Use the evaluation form as a guide to developing the case,NOT EVERY CASE YOUVE WORKED ON WILL MAKE A GOOD CASE INTERVIEW,Go through your own experience Locate a situation that clearly

51、required High-level prioritization of issues Discrete analyses and interpretation of quantitative facts Preliminary conclusions leading to next steps Identify “levels” of performance for each key area Know what the obvious answers are Know what is good progress Know what is outstanding insight,RIGOR

52、OUSLY DESIGN YOUR CASEMethodology, Facts, Exhibits,Draft a written outline of the case Problem statement Framework(s) Quantitative facts Numeric tests Prepare yourself to conclude the case discussion Insights they didnt get to . . . . . . Without making them feel stupid . . . . . . Or implying that

53、our point of view is “right” Prepare concise, written exhibits if you want to use them in the interview Sanitized case exhibits Get them to “doodle” Develop a “grade sheet” for you to use during each interview,See next pages for one example,RETAIL-MEX: BACKGROUND AND KICKOFF,Retailer in Mexico - Ret

54、ail-Mex Kind of like a small Sears but no other Auto Home/garden Sports/Toys 450 stores across Mexico, $3 Billion in sales Historically little competition However, rumor that Wal-Mart is coming Retailer says, Is this a problem? I. How would you think about this question?,For Interviewer only,Example

55、,RETAIL-MEX: CASE,II. One piece of information we got early was this one. What do you think of these profit numbers? What if I told you that wms prices are 80% of RMs III. Another aspect is expenses What do you see? Why do you think it is that way? IV. Lets think more broadly about what it takes to

56、be a successful retailer Name some How can we organize them - around size.focus What is the strength of each of the corners Where are dept stores - what is their problem Where is RM? - what do you think they should do? V. Give all we have talked about, how would you advise Retail-Mex What are the ad

57、vantages they have to exploit Where do they need to make changes in the way they do business?,For Interviewer only,Example,GROSS MARGIN COMPARISON,% of Sales,Wal-Mart,Retail-Mex,Sales Cost of Goods Gross Profit,100% 70% 30%,100% 60% 40%,To show to candidate,Example,GROSS MARGIN COMPARISON (II),% of

58、Sales,Wal-Mart,Retail-Mex,Sales Cost of Goods Gross Profit,100% 70% 30%,100% 60% 40%,Adjustment to WM prices,R-M today,$ 1.00 .60 .40,Adjusted $,Adjusted %,To show to candidate if s/he has trouble with previous page,Example,EXPENSE COMPARISON,% of Sales,Wal-Mart,Retail-Mex,Store Costs Distribution I

59、nformation Technology Other Total Expenses,11% 2% 1% 2% 16%,20% 5% 2% 4% 31%,To show to candidate,Example,EVALUATION SHEETName:_,I. Is this a problem, how think about II. Gross Profit III. Expenses IV. Matrix V. Pull all together,Price Mix; adjustment fine with help Id main components of each; discussion in general I lead but with me Summarized main points price/overlap cost/scale,Product line overlap Mix of goods w/diff GM Mix and price; adjustment fine without help Svc level, rent, lo