...Case Interview - Sample Questions 2010년 3월 24일 수요일 [1] Practice Case 50: Shelling shrimp (Mckinsey - Round 3) This short problem aims at giving you idea about the difficulty level of numerical questions you will have at McKinsey final interviews. It is a part of a 45-minute case. I got it somewhere in the middle of the case. Get a timer. After your read the question you have one minute to solve the problem. In the interview you will have maybe 2 minutes but you should be able to solve it in 1 minute to be able to solve it in interview setting in 2 minutes. Currently, our client . shrimps restaurant . has a person who shells shrimp manually. The worker needs 15 minutes to set up his work space for shelling shrimps each day. Shelling shrimps is not his main task in the restaurant. It takes him 10 min to shell one pound of shrimps. His wage is $6 per hour. It is possible to buy a machine for $3285 that automatically shells shrimps. Its useful life is 3 years. Setup time for the machine is 30 min each day. The same worker will serve this machine. The machine can process 60 pounds per hour. What is break-even volume of shrimps needed to be processed each day to justify the investment into the machine? Solution: Assume 365 working days. 3 years = 1095 days. Cost of machine per day = 3285/1095 = $3. So, we need to recover $3 per day. Now, (variable) cost of shelling per pound is $1. With the machine, this will be $0.1. So, we will save $0.9 variable cost per pound...
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...practice The firm was formed in 1998 by a merger between Coopers & Lybrand and Price Waterhouse.[1] The trading name was shortened to PwC in September 2010 as part of a rebranding.[6] As of 2012 PwC United States is the fifth-largest privately owned organization in the United States.[7] PricewaterhouseCoopers' operations are Global, but with Europe accounting for 42% of the total.[30] PwC audits 33% of companies in the FT Global 500 and 29% of the companies in the Fortune Global 500.[30] PricewaterhouseCoopers is organised into the following three main service lines:[31] • Assurance Services • Tax Advisory, (international tax planning and compliance with local tax laws, customs, human resource consulting, legal services and transfer pricing) • Advisory – mainly consulting activities which covers Strategy, Performance Improvement, Transactions Services, Business Recovery Services, Corporate Finance, Business Valuation, Sustainability and Crisis Management in a range of specialist areas such as accountancy and actuarial advisory. • Academy - providing a wide range of financial, and business skills training to individuals and the organisations they work for. PwC's Academy trains and supports students who are taking professional qualifications in accountancy and...
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...Business Consulting The word “consulting” can have many definitions for people. A friend advising a friend on a personal issue as well as a professional advising a company on their next move in order for the business to grow. Consulting is used in many scenarios within the work place. In the next couple of paragraphs we will be looking into consulting through the business aspects as well as what a business consultants consist of and their duties. When thinking of a business consultant what comes to mind is someone giving advice to a company, having an outsider look into the business and give their opinion and suggestions on what to change to improve the business starting with their employees to their clients, as well as advertising and product design. This can include training, skills developing, software upgrade, even the way they interview for job openings. According to Peter Block (1999), a consultant is a person that has influence on an individual, group, or company but has no authority to make changes only make suggestions even if the company does not take them. A good skill to have as a consultant is being capable of standing their ground when it comes to management as well as keeping their emotions under control. The reason for this is that in order for a company to have full trust on a consultant one has to show that they believe and standing up for what is best for the business and even thought the company might not go with the consultants plan...
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...finally had to give GD in Coca Cola, ITC and Schlumberger. So you can never be too sure of what comes your way during the placements. PLACEMENT EXPERIENCE - I started my placement journey by getting shortlisted in Capital One on Day 1. They shortlisted 125 candidates on the basis of resume. Then they took a case study interview and reduced the number to 30. Then again took an aptitude test but finally didn’t give offer to anyone. - Then came Coca Cola on Day 2. They organised GD in the groups of ten each and then there was a single interview of about half an hour which mainly consisted of HR based questions. The topic of the GD was “Are Engineering students wasting time in studies ?”. The interview mainly focussed on the commitment to work with them and asked whether I did any activity depicting leadership skills. - Coca Cola shortlisted candidates with medium profile like moderate CPI with few extracurrecs. I had a target of gettng placed in Qualcomm from second year itself. It came on Day 2 and I got a call from Qualcomm in the middle of the interview of Coca Cola so I could not take their call. Immediately after this I went for the Qualcomm interview but they were not happy and asked me to leave without much interrogation. The results of Day 2 came and I got placed in Coca Cola. AJAYPAL SINGH, MECHANICAL...
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...the position, and increase the number of candidates with the right credentials and qualifications. There are different steps for the hiring process. The Interview The interview gives you an opportunity to further evaluate the applicant's job-related knowledge, skills, and abilities. This session also provides the ability to gather additional information about critical points on the application or to resolve any inconsistencies or contradictions that were noted. What are my responsibilities as an interviewer? * To interview applicants and select employees on the basis of job-related qualifications * To record the steps taken in the hiring process * To project a professional and positive impression of UNT on prospective candidates for employment Evaluating Candidates A chart or matrix can be devised listing on one axis all interviewed candidates and listing on the other axis criteria for successful performance in the position such as experience, education, key skills, knowledge, abilities, presentation in interview, etc. This approach helps the interviewer organize and display a variety of pertinent information for consideration in making the final selection decision. Reference Checks Completing reference checks is a critical part of the selection process. Information you have received in an interview is biased and typically includes only what the applicant wishes you to know. A thorough reference check may produce additional information to help insure that...
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...Retention Management Recruitment, Selection and Placement ABSTRACT This research paper covers the retention management process, as it pertains to business. The two types of turnovers, involuntary and voluntary, will be explained, along with the cost and consequences of each. Also covered are reasons why employees are discharged. Details of why companies downsize will be reviewed. Statistical information is noted throughout the paper. Finally, it will reflect on what happens when an employee leaves a company and the reasons why. Saint Leo’s core value of excellence should be incorporated into every business and organizations policies and procedures and be a fundamental component of the retention management process. Has it ever crossed your mind, why your fellow co-worker, lost his or her job? You may ask, “were they fired?” This situation is classified as a turnover. There are different types of turnovers and they are conducted in different manners. The main three are voluntary, discharge, and downsizing. Each explains if an employee is leaving a job for good, if they have been fired or if they are asked to leave in order to benefit them for the better. Voluntary turnover is connected with involuntary turnover. Under voluntary it holds both avoidable and unavoidable turnover. Involuntary holds both discharge, and downsizing in it. The first type of turnover is called voluntary or involuntary. This is either divided into avoidable...
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...insider guide ACE YOUR CASE® III: MARKET-SIZING QUESTIONS 2nd edition ★ 15 PRACTICE CASE QUESTIONS ★ MARKET-SIZING CASE RULES ★ WETFEET’S EXPERT COMMENTARY >> The WetFeet Methodology You hold in your hands a copy of the highest-quality research available for job seekers. We’ve designed the WetFeet Insider Guides to help cut down on the time you spend doing job research by doing some of the work for you. Hopefully we can make your job search as painless as possible. Each WetFeet Insider Guide is the product of hundreds of hours of in-depth research, critical analysis, and precise writing. We survey massive amounts of publicly available information and conduct dozens of in-depth interviews of rank-and-file employees who work for the companies and industries we cover. (We keep our company contacts anonymous to encourage candor.) WetFeet writers—experts at reading between the lines—speak with company recruiting staff members to make sure you get accurate information about the recruiting process, compensation, and hiring targets. We also consult countless experts, from career coaches and networking gurus to authorities on professional etiquette and personal branding, in order to provide you insight on the latest trends affecting job seekers. Each Insider Guide undergoes extensive editorial review and fact-checking to ensure that the information and writing live up to our exacting standards. And because WetFeet retains all editorial control of our Insider...
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...Impressions Image consultant Suman R Agarwal on how to make your résumé clear, precise and relevant If first impressions are important in an interview, the impression your résumé creates are no less important. In order to ensure that, take care of the elements mentioned below: Your Story — Understand the position, level in hierarchy, department and industry culture. Map your contributions with what the company is looking for. Customise your résumé when required. Are they looking for a strong technical expert or someone with strong people skills? Talk to current employees and read up about the company. For each company you have worked with, every designation held and every academic institution attended, the executive wants to see three things: a. What goes into the résumé must be relevant to the job you have applied for. Mention your contributions, projects undertaken and the extracurricular activities in school or college, for example, ‘Achieved 100% target all through.’ b. Describe the constraints and the complexity involved in the project or in your contribution (example: Achieved 100% target or raised sales by 10% despite the downturn during which client company cut purchases by 20% and in the presence of leading competitors). c. The above details not only convey your potential to the interviewer, but also help focus interview questions on how you made it happen. Make the subheads speak for themselves so that the executive glancing rapidly through it does not...
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...Performance Consultant Interview Guide 1. What is the nature of your organization? Is it a consulting firm, or do you work for a large corporation? What is your role within your organization? Please provide a brief history on the organization. 2. What is the role of performance consulting in the organization? 3. What was the most pertinent performance project that you consulted on? Was it a success or failure? Why? 4. What are some common qualities of successful performance intervention projects? 5. What performance consulting models have you found to be most effective to minimize gaps in performance within an organization? 6. Overall, how does performance consulting affect or impact an organization? Do you have specific case studies or examples u can provide? 7. Can you describe the role that your organization plays in HPT 8. When working with different clients, what kind of focus do you put on analysing the prevailing culture? 9. How has Performance Consulting changed since you entered the field? What are your thoughts about the current state of the field? 10. Are there any tips you would give a newcomer in the field of HPT? 11. After a company or business contacts you, what criteria to you establish for yourself before you finally say, “Yes, I will be your performance consultant?” 12. Do you have any personal vision or mission statements for your consultant process? Extra questions if we wanted to ask…. 1. What was the...
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...All Business states that your small business can use different types of recruitment and selection methods. In human resources' jargon, recruiting or advertising for new employees is sometimes referred to as "sourcing," meaning using different sources to find said employee candidates. Once a number of candidates are found, you must qualify each and determine if they are a good fit.(dunlapp, n.d.) Internal sourcing is the practice of advertising a new or recently vacated position within a business to existing employees. More businesses have come to use internal sourcing as a method to recruit employees upward or laterally within the company because little or no training is needed, and expenses that include advertising for a new employee and running background checks are spared. It also fosters loyalty and parity among team members. External sourcing is a method of recruitment that conducts an employee candidate search through external recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This method favors bringing in job candidates that may or may not have direct experience in your small business' line of work; a candidate within a satellite field may offer a fresh, out-of-the-box perspective to the organization. External sourcing is also used when the open position is not able to be filled by a current employee because of the technicality or specialty of the position. Small Business recommends that you know exactly what type of job...
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...SOC 324 Mock Interview Essay Rubric Your Name: Romesh Gajanayake Instructions: 1. Read through all documents on interviewing inside “Required Readings”, plus the “30-Second Biography” in “Info Interviewing,” before you complete this essay! 2. Save this rubric to your computer. Do not delete or alter any portion of the rubric in the process of responding to the questions. If you delete or otherwise alter the rubric in any way other than adding your responses to the questions, your score for this essay will be zero. 3. Type your answer to each question directly below the question, itself. 4. Save your completed essay again; then submit it via Safe Assignments. Presentation-of-Self: 1. Tell me you are wearing (head to toe) for your interview; including: • Hairstyle, haircut • Face (shaven or not, makeup, earrings, etc. if any) • Clothing • Shoes • Watch, jewelry, etc. On the day of my interview I would wear a dark suit (preferably black) with matching belt and oxford shoes. I will be clean-shaven and have my hair combed back away from my face. I will not wear in jewelry apart from a simple watch. 2. Tell me how you are sitting in your chair, once you have seated yourself in front of the interviewer(s). I would seat myself to a slight right angle to my interview panel so I can good eye contact during the interview process. I would sit displaying good posture and slightly lean forward if necessary...
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...How to Answer the 31 Most Common Interview Questions By The Daily Muse Editor, February 11, 2014 Wouldn't it be great if you knew exactly what a hiring manager would be asking you in your next interview? While we unfortunately can't read minds, we'll give you the next best thing: a list of the 31 most commonly asked interview questions (and, of course, some expert advice on how to answer them). While we don't recommend having a canned response for every question (in fact, please don't), we do recommend spending some time getting comfortable with what you might be asked, what hiring managers are really looking for in your responses, and what it takes to show that you're the right man or woman for the job. Consider this your interview study guide. 1. Can you tell me a little about yourself? This question seems simple, so many people fail to prepare for it, but it's crucial. Here's the deal: Don't give your complete employment (or personal) history. Instead give a pitch—one that’s concise and compelling and that shows exactly why you’re the right fit for the job. Start off with the 2-3 specific accomplishments or experiences that you most want the interviewer to know about, then wrap up talking about how that prior experience has positioned you for this specific role. 2. How did you hear about the position? Another seemingly innocuous question, this is actually a perfect opportunity to stand out and show your passion for and connection to the company. For example, if...
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...TE AM FL Y FEARLESS INTERVIEWING How to Win the Job by Communicating with Confidence Marky Stein McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by Marky Stein. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141572-6 The material in this eBook also appears in the print version of this title: 0-07-140884-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this...
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...Journal of Applied Psychology 2003, Vol. 88, No. 5, 852– 865 Copyright 2003 by the American Psychological Association, Inc. 0021-9010/03/$12.00 DOI: 10.1037/0021-9010.88.5.852 An Investigation of Race and Sex Similarity Effects in Interviews: A Multilevel Approach to Relational Demography Joshua M. Sacco Aon Consulting Christine R. Scheu, Ann Marie Ryan, and Neal Schmitt Michigan State University This research studied the effects of race and sex similarity on ratings in one-on-one highly structured college recruiting interviews (N 708 interviewers and 12,203 applicants for 7 different job families). A series of hierarchical linear models provided no evidence for similarity effects, although the commonly used D-score and analysis-of-variance– based interaction approaches conducted at the individual level of analysis yielded different results. The disparate results demonstrate the importance of attending to nested data structures and levels of analysis issues more broadly. Practically, the results suggest that organizations using carefully administered highly structured interviews may not need to be concerned about bias due to the mismatch between interviewer and applicant race or sex. There is a large body of literature supporting the notion that demographic similarity affects important outcomes at work (see Riordan, 2000; Williams & O’Reilly, 1998, for a review). For instance, researchers have reported that demographic similarity is positively related to communication...
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...Table of Contents WHAT IS CONSULTING? .................................................................................. 4 CONSULTING TRENDS AT FUQUA .................................................................................. 4 WHAT DO CONSULTANTS DELIVER? ............................................................................. 4 CHOOSING THE CONSULTING INDUSTRY AND A ROLE WITHIN IT ................ 5 WHY CONSULTING – PROS & CONS ............................................................................. 6 GAUGING THE CULTURE OF CONSULTING FIRMS........................................... 7 THE ROLE OF GEOGRAPHY .............................................................................. 8 THE MBA SUMMER INTERNSHIP EXPERIENCE................................................ 9 SOME AREAS ON WHICH TO FOCUS DURING THE INTERNSHIP ................... 10 TIME MANAGEMENT ............................................................................................... 10 ASSESSING THE FIT ............................................................................................... 10 MENTORING ........................................................................................................ 10 CLIENT FOCUS ..................................................................................................... 10 DEFINING THE INDUSTRY............................................................................. 10 THE NATURE OF THE WORK ...................................
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