怎樣招聘(老麥)

NC-ZZG001-103198Shimp-RC.pptMcKinseyCaseInterviewWorkshopFUQUASCHOOLOFBUSINESSOctober31.TODAY’STOPICSCaseinterviewoverviewPurposeTypesSuggestedapproachSuccessfulproblem-solving.RESUMEANDCASEINTERVIEWS–WHATFIRMSARELOOKINGFORFromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojects/specialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthletic/culturalachievementsCommunityactivitiesDrive/perseveranceFromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured,logicalapproachCuriosity,creativityLogical,probingquestionsSynthesisandconclusionsSkillsComfortwithambiguity/poiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative,numericalagilityPracticalityJudgment,commonsenseBusinessacumen/instinctClear,logicalcommunicationEvidenceofExcellenceProblemSolvingAbility.TYPESOFCASESBusinesscases“WhatwilltheimpactofindustryconsolidationbeoncompanyX?”“ShouldcompanyXenter/exitanew/oldmarket?”“HowshouldcompanyXreacttoanewentrant?”“ShouldcompanyXaddcapacity?”Estimationcases“HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere?”“WhatisthesizeoftheskateboardmarketintheU.S.?”“WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta?”ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails,analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoise....buttherearewronganswersIgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotworkThereisnorightanswerThegoalistodemonstrate“howyouthink”WHATTOREMEMBERWHENAPPROACHINGACASE.SUGGESTEDAPPROACHFORCASESWhattodoListentointroduction–donotthinkaheadtoyouranswersAsk1-2clarifyingquestions,ifnecessary;takeafewnotesifyoulike;donotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe,develophypotheses,askforafewrelevantfacts,defend/refinehypothesesbasedonnewinformation,probefurther,anddescribeimplicationsyouseePickanotherbranchandcontinue(Makesureyouareprioritizingyourresponses)Putitalltogether:trytoanswertheoverallquestion(bigpicture)withareasonable,actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendationWhatnottodoPlay20questionsAssume1frameworkfitsallCover1issuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails(orthenumbers)GetfrustratedConductapostmortemintheinterview.FIVEEASYSTEPSTOBULLET-PROOFPROBLEMSOLVINGStep1StatetheproblemStep2DisaggregatetheissuesStep3Eliminateall

non-keyissuesStep4Conductcriticalanalyses,porpoisebetweendataandhypothesesStep5Synthesizefindingsandbuildargument?.ClearstatementofproblemtobesolvedorissuetoberesolvedSTEP1:STATETHEPROBLEMLEMCharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornon-disputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforward?InterviewerstatestheproblemProblemhasbeenclearlystated,andyouunderstanditProblemhasNOTbeenclearlystated,oryoudon’tunderstanditYoumustclearlyunderstandtheproblemParaphrasetheproblemtomakesureyouhaveitrightAskquestionstoclarifytheissueStep2.Youareresponsibleforensuringtheclarityoftheproblem.STEP2:DISAGGREGATETHEISSUESWhyuselogictrees?1. TobreakaproblemintocomponentpartssothatProblem-solvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividuals2. ToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive(i.e.,nooverlaps,nogaps)SubissueSubissueSubissueSubissueSubissueSubissueIssues/hypothesisNo.1Issues/hypothesisNo.2Issues/hypothesisNo.3ProblemstatementSuggestions

-Describeyourapproachtotheinterviewerasyouproceed.Don’tassumetheyknowwhatyouarethinking!-Stateyourhypothesesascrisplyaspossible.-Onlyuseframeworksiftheyareappropriate-don’tforcefit.-Theideasareimportant,nottheframework.“Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness”isbetterthan“I’dliketoapplypartofthePorterFiveForcesframework”..STEP3:ELIMINATEALLNON-KEYISSUESWhyFirststepinconstant,interactiverefinementprocessFocusesyoureffortonwhatismostimportantDo’s&Don’tsAlwaysaskyourself“sowhat”...butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhyProblemstatementIssue1Issue2Issue3Issue4.STEP4:CONDUCTCRITICALANALYSISDo’sBehypothesis-drivenandendproducts-oriented“Porpoise”frequentlybetweenhypothesisanddataKeeptheanalysesassimpleas

youcan.Besuspiciousofhugelinearprogramsandtheirilk.DoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUse80/20andback-of-envelopethinkingDonotbeafraidtobecreativeDon’tsDonotjust“runthenumbers”–askyourself“whatquestionamItryingtoanswer?”DonotchaseyourtailDoyoureallyneedtocalculatetheWACC?Don’tmisstheforestforthetrees.Bewareof“polishingdirt”Lookforbreakthroughthinking.STEP5:SYNTHESIZEFINDINGSANDBUILDARGUMENTComplicationSituationResolutionUsesituation,complication,resolutionformatPyramidstructure

ordecisiontreeMainassertionSupportingdataSupportingdataSupportingdataSupportingdataQuestionSub-assertionSub-assertionQuestionQuestionYes Action1No Action2Yes Action3No Action4and/orStatetheconditionsatpointofproblemFleshoutbarrierstoimprovingsituationLayoutpossiblesolutionpath.APPENDIX:INTERVIEWINGWITHMCKINSEY.FORMATFOR30MINUTEFIRSTROUNDINTERVIEWMinutes15-2055-10Resume-relatedquestionsandQ&AIntroductionCaseFirstroundOncampusTwo30minutecase/resumeinterviewsSecondroundTwo30minuteinterviewsGenerallybothcaseinterviewsThirdroundInanoffice~five30-45minuteinterviews3-5casesXIIVIIII.WHATWEARELOOKINGFORProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfortPersonalimpactPresenceEmpathyDrive/AspirationDriveforexcellenceEnergylevel/perseveranceLeadershipPersonalinitiativeEntrepreneurshipMcKinseyprofile.RESUMERELATEDQUESTIONSFocusedQuestions“Describeasituationinwhichyou’veledaprojecttosuccess?”“Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities?”“Describeasituationinwhichyou’vehadtoovercomeobstaclestoreachadesiredoutcome.”Why?EvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterviewOpenEndedQuestions“Tellmeaboutyourself.”“WhydidyouchooseDarden?”Why?ClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredway.INTERVIEWINGSTYLESFORCASESFromoneextreme…DetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable,ifaskedConversationalfeelthroughouttheinterviewWhy?TestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussed…totheotherBriefintroductionVerybroaddescriptionofproblem(e.g.poorperformance)Few,ifany,factsavailable‘Whatdoyouthink”responsestomostquestionsWhy?Testoverallproblemstructuring,hypothesisgeneratingabilityTestforcreativityandbusinessinstinctLookforcomfortwithambiguity.IMPROVINGCASEPERFORMANCEIndirectlythroughclassesPolicyStrategicframeworksBusinessinstinctIndustrystructureEconomics/financeVariablevs.fixedcoststructuresEvaluatinginvestmentopportunities(ROI,CostofCapital,…)IncomeStatement/BalanceSheet/CashFlowStatementthinkingValuechainthinkingMarketingCustomersegmentationChannelmanagementBrandmanagementOperationsQualityLeadtimecompetitionHavingth