招聘面试怎样应付案例分析面试英文版Word格式.docx
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招聘面试怎样应付案例分析面试英文版Word格式.docx
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correct"
answers;
thismethodofinterviewinggaugeshowwellyoumanagetheprocessofgettingtoananswerandhowyouperformundersimulatedclient-engagementconditions.
Wetalkedtoconsultant-huntersatseveralfirmstogleantheiradviceoncrackingthecaseinterview.Here'
swhattherecruitersrevealed—andhowyoucanbestprepare.
WhytheCaseInterview?
Caseinterviewshavelongbeenusedbyrecruiterstoseeacandidate'
sthoughtprocessesinmotion.Canyoudeconstructandanalyzecomplex,open-endedbusinessproblems?
Doyoustaycalm,orwillyousweatbulletsunderpressureataclientsite?
Atthemostbasiclevel,acaseinterviewisaboutaskingtherightquestions,developingalogicalwayofworkingthroughtherelevantissues,andarrivingatarecommendation.Yourstructuremaybeapackagedframeworkoritmaybevariousframeworksstrungtogether;
youmayevenchoosenottouseframeworksatall.What'
simportantisthatyoudemonstratesomedefinedstructure.
“Casestudiesareanimperfectscience,”concedesMichaelGibney,projectmanageratPricewaterhouseCoopers,“butareeasilyimplementableinthe30to45minuteswehaveforeachinterview.”Sincetheymeasureyouranalyticalskills,they'
reanimprovementoversimple"
fit"
or"
resumé
"
interviews.
Inmostcaseinterviews,therecruitergivesyouanexampleofareal-lifeclientproblem.Sometypicalcategoriesinclude:
CompanyStrategy:
“Myclientisthinkingofmakinganacquisition,and…”
BrainGames:
“HowmanytennisballsareintheUnitedStates?
”
OperationsImprovement:
“Whyismyclient’sfactoryrunningbehind?
MarketSize:
“Howbigistheglobalairconditionermarket?
Althougheachrequiresaslightlydifferentapproach,allaremeantmainlytoevaluatetheprocessyouuse,nottheansweryoucomeupwith.
PracticeMakesPerfect
Youabsolutely,positivelymustprepareinadvanceforcaseinterviews.“Itbecomesprettyclearprettyfastwhohas—andwhohasnot—practiced,”saysGibney.“Iknowthereisabasicsortofbusinessacumenthatmaynotbeabletobepracticed,butcandidatesmusthaveanunderstandableapproachtosolvingproblems.That’swhatourclientsdemandofus.Ifwecan’trelatesolutionstotheclient,it’saproblem.”
Don’tassumethatattendingacase-orientedbusinessschoolwillgiveyouanupperhand.JohnFlato,CapGeminiErnst&
Young’snationaldirectorofuniversityrecruiting,saysthesecandidatesdon’tseemtodoanybetterorworsethancandidatesfromnon-caseschools.
Studydifferentkindsofcasequestions.Justbecauseyourbuddyinterviewedbeforeyouandgaveyouaheads-uponthequestionsdoesn’tmeanyouhavealegup.Recruitershavetonsofcasequestionsintheirrepertoire,andthechancesoftheirusingthesamequestionmultipletimesononecampusvisitareslimtonone.
Getaclassmateorfriendtorole-playtheinterviewwithyou,anduseanyresources(suchasacasebook)thatyourschool'
sconsultingclubprovides.Themoremockcasesyousinkyourteethinto,themorelikelyyouaretoberelaxedandpoisedfortherealthing.Sometimesyoulearnmorebypresentingacasequestiontosomeonethanyoudowhensolvingthecaseyourself.
Deliberatelypickindustriesyou'
renotfamiliarwithsoastotestyouranalyticalskills,notmemorizedfacts;
forinstance,ifyourpre-B-schoolexperienceismostlyinmediaandentertainment,askyourcasebuddytoaskyouaboutsteelproductionormedicaldevicemarketing.Thatsaid,doconsiderbrushinguponthebasicsinseveralindustries—forinstance,knowtheproductdevelopmentcycleinpharmaceuticalresearch,andunderstandcurrenttrendsintechnology.(Formoreinformationonvariousfields,checkoutour.)Althougheachcaseisdifferent,withpracticeyouwillimproveyouranalyticalreasoningskillsandsolutionmethod.
ThinkThroughtheProcess
Whenitcomestostrategyorproductmarketingquestions,theinterviewerwilloftengiveyouonlythebarebonesofacaseandwillwaitforyoutorequestfurtherdetails:
Howmanycompetitorsdoesthecompanyhave?
Whatarethemajorcostandrevenuedrivers?
Whoarethemajorclients?
Anddon'
tforgettoaskforthefirm'
smission—ifyoudon'
tknowwhatacompany'
sgoalsare,youmightcomeupwithavalid—butmisguided—solution.Usesomebasicframeworkstodriveyourquestions—thefourP'
sandthethreeC'
s,forinstance.
AsamplequestionGibneyusedrecentlyinvolvedamanufacturer/distributor/retailerofcomputerproducts.Thisclienthastraditionallygonedirectlytotheconsumerandhasdevelopedasolidbrandimage.Theclientnowwantsanassessmentastotheissuesrelatingtothecorebusiness,aswellastheopportunitiesforthecompanytogetintotheservicesside,whichitviewsasahigh-margin/high-growth-ratebusiness.Thecandidatenowneedstoprovideanapproachorevaluativeframeworkforanalyzingeachofthetwodifferentproblems.
Aslongasit'
spermitted,workyouranswersoutonpaper.Pencilsandpens,plusanotebookorlegalpadshouldbestandardequipmentinanyinterview.“It’samazinghowmanypeopleshowupwithoutapenandpaper,”marvelsKamennaRindova,aseniorassociateatMercerManagementConsulting.Thinkingthroughallthefactsisamust,andyou’renotgoingtodoitallinyourhead.
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[WebExclusive]Youdon'
thavetobeSherlockHolmestoacethecasesinaconsulting-firminterview.Infact,alittlepreparationcanmakesolvingthemseem,well,elementary.
MaytheFiveForces(Not)BewithYou
Somerecruitersareturnedoffwhenpotentialhiresdrawonapackagedanalyticalframework(suchasthefiveforces)tosolveaproblem.Others,however,areimpressed.Tobeonthesafeside,ifyouuseaframework,don’tstraytoofarfromtheissue.
EileenCoveney,vicepresidentatL.E.K.Consulting,warnscandidatesabouttheperilsofframeworks:
“Whenpeopledependtoomuchonapre-establishedframework,theymaynotbethinkingdeeplyenoughabouttheproblemathand.Thismayindicatethatwhenpresentedwithanactualclientissue,theyarenotgoingtofocusonthedetailsandspecificsoftheclient’sproblem.Rather,theymaybeinclinedtojumpintoeasyandobvioussolutions.”
Ifyoudouseone,choosewisely.Ifthecaseisaboutabusinessthat'
sconsideringentryintoanindustry,Porter'
sfiveforcesmayindeedbeyourbestbet.Ifyou'
retalkingabouthowproductsgetfromsupplierstoendconsumers,considerthevaluechain.Companiesthatarefallingshortonsalescoulduseaprofitabilityorcostvs.revenueanalysis.Ifyou'
remarketinganewpharmaceuticalproduct,thinkaboutthe4P'
sandthe3C'
s.
IsThatYourFinalAnswer?
Don’tbeafraidofpausing.Takethetimetodrawupnotesandsketchouttheproblem.Don’tblurtanythingoutunnecessarilytoendaperiodofsilence.You’renotonagameshow;
you’reinterviewingtobeaconsultant,whichisabusinessasmuchaboutthinkingasitisaboutcommunicating.Aboveall,becalm.
Ifyoudorespondtoaquestiontooquickly,beforeunderstandingallthefacts,youmayendupcontradictingyourselfhalfwaythroughyourresponse—whichcouldbedisastrous.“Inourenvironmentandourindustry,”saysSeanHuurman,nationalrecruitingdirectorofKPMGConsulting,“weneedtomakesurewe’resayingtherightthingthefirsttime.”
Afteralltheanalysis,however,don'
tforgettocometosomekindofconclusionastowhatthecompanyshoulddo.Considerpresentingadecisionrulethattheimaginaryorganizationcouldusetofigureoutwhatthebestoptionis—e.g.,ifrevenuesoutstripcosts,thendox.
FollowtheLeader
Manyfirmsuseagroupexerciseintheirsecondorsubsequentroundstoseehowwellyouworkwithothers.Ifyou’reassignedaroleotherthanteamleader,don’tfret.Itdoesn’tmatterwhatyourroleisintheexercise—justdoitwell.Ifyouandtheteammembersaretoldtosettlebetweenyourselveswhogetstodowhat,don’tfightoverwhogetstomakethepresentationorleadthegroup.Likewise,don’tplaytheshrinkingviolet.Remember,therecruiteriswatching.
Whateveryoudo,showconfidence,notarrogance.AdisplayofegobeforeJohnFlatoatCapGeminiErnst&
Youngisacertainredflag.“Obviously,thosewhogotobusinessschoolsarebrightandtalented—theywouldn’tbethereotherwise,”Flatoremarks.“Wehirebrightandtalentedpeople,butonlythosewhocanworkwellwithteammembersandnotdisplayarrogance.”
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Readyforsomecompany-specificadvice?
Here'
swhatfiverecruiterstoldusaboutinterviewingattheirfirms.
RecruiterNo.1:
EileenCoveney,vicepresident,L.E.K.Consulting
TheQuestions:
Testingacandidate'
sskillacrossarangeofareasistheprimaryreasonL.E.K.usescaseinterviews.Coveneyindicatesthatthecaseinterviewsaremeantto
(1)assessacandidate’sanalyticalability,
(2)evaluateacandidate'
scommunicatio
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