BCG Interviewing

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
Inter-Train-Sept97-AHG
-1-
WELCOME TO THE BOSTON RECRUITING CADRE!

Associate
Barbara Berke
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
Consultant
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 Wempa
Natalie Wright
-2-
BCG NORTH AMERICA IS LOOKING TO HIRE

A LOT OF PEOPLE
Associate Ranges
Office
Full Time
Consultant Targets
Summer
Full Time
Summer
Atlanta
4-5
0-1
Boston
12-15
4-6
30
24
Chicago
12-15
2-3
24
16
Dallas
3-4
0-1
Los Angeles
5-7
1-2
New York
6-7
2-3
18
13
San Francisco
4-5
0-1
7-10
6-7
10
0-1
0-1
Toronto
Washington D.C.
-3-
BOSTON RECRUITING IDENTIFIES MORE THAN ITS SHARE

OF OFFEREES
1996-7 N. and S.
American offers
extended
% from Boston
core schools
Consultant(1)
Full Time
Summer
225
131
53%
46%
Harvard Business School

Sloan
Tuck
Harvard Law
Harvard PhD
MIT PhD
Associate
Full Time
Summer
78
17
26%
53%
Harvard
Amherst
MIT
Dartmouth
Princeton
Brown
Yale
U Penn/Wharton
Core Schools
(1) Numbers include ANZ

-4-
THREE LEVERAGE POINTS IN RECRUITING PROCESS
Create demand
Specialist, outreach programs
High-priority dinners
Presentations, club events, etc.
Screen candidates effectively
Convert offerees
-5-
THE SCREENING PROCESS DIFFERS SLIGHTLY

BETWEEN ASSOCIATES AND CONSULTANTS (I)
Associate Process
Resume
Review
First
Round
Second
Round
Final
Round
Every resume
received is read and
scored by at least
two associates
Usually
associates from
applicants
school
Scoring system
common across
N. America
Location:
Typically on
campus (either in
school career
center or near by
hotel)
Typically 1-45
minute case
interview
Location
Either on
campus (next
day) or in nearby
BCG office
Typically 2-45
minute case
interviews
Location
Office
considering offer
Typically 2-3 45
minute interviews
(VPs) with 1-2 20
minute chats with
recruiting
director/officer
~28% of applicants
selected for
interview
~32% of applicants
selected for 2nd
round
Lunch/tour with
current associates
during the day
Formal dinner night
before
~35% of applicants
selected for final
round
~50% of applicants
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
-6-
THE SCREENING PROCESS DIFFERS SLIGHTLY

BETWEEN ASSOCIATES AND CONSULTANTS (II)
Consultant Process
Resume
Review
Varies by school
and office
responsible
E.g., all
interested HBS
students receive
interview
First
Round
Typically two 45
minute case
interviews(1)
Final
Round
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 candidates typically go through a single interview pre-screen round (Round 0)
-7-
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 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 consultant
But should not screen based on vocabulary or business

knowledge
We
Wedo
dohave
haveaa higher
higherbar
barfor
forour
ournon-MBA
non-MBAconsultants
consultantsthan
than
our
associates
our associates
General
Generalmaturity
maturity
Potential
Potentialspeed
speedup
upthe
thelearning
learningcurve
curve
-8-
HOWEVER, IN THE END, WE ARE LOOKING FOR THE SAME

ATTRIBUTES
Smart
Conceptually
Analytically
Highly motivated
Demonstrated leadership skills
Strong interpersonal skills
Team oriented
Remember:
Remember:
Not
Notjust
juststrong
strongassociates
associatesand
andconsultants,
consultants,but
butalso
alsopotential
potential
case
caseleaders,
leaders,managers,
managers,and
andVPs!
VPs!
-9-
BCG MAKES A GOOD IMPRESSION ON CANDIDATES

DURING INTERVIEW PROCESS (I)
I was treated in a professional/courteous 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 comfortable and more relaxed about the process.
Both interviewers were very friendly and acted genuinely interested in me.
Very professional.
-10-
BCG MAKES A GOOD IMPRESSION ON CANDIDATES

DURING INTERVIEW PROCESS (II)
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 Kellogg 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 interviewers 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 we 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 future
interaction.
Most professional interview yet.
-11-
BUT REMEMBER, THE IMPRESSION IS A LASTING ONE

Some Examples
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 did 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.
-12-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-13-
THE CASE INTERVIEW
Mechanics of the interview process are critical to its success
Preparationif you are not prepared, it 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 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
-14-
PREPARING YOURSELF
Prepare an introduction to yourself
Beyond the bio that will 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
-15-
BCGS RECRUITING PRINCIPLES
Respect for recruits
Fair evaluation process
Opportunity for recruits to express themselves
Professional and courteous behavior
Attentive, interested and responsive to recruits
-16-
MANAGING THE INTERVIEW

Suggested Flow
1-2 minutes
Introduction
Set the agenda
10-15 minutes
Draw them out

Open discussion (resume, motivations, style)
20-25 minutes
Introduce the case

Discuss the case
Wrap up the case
4-5 minutes
Q&A, explore whats on their mind
0-1 minutes
Discuss next steps

Escort them back
Jot down your notes on the interview
-17-
MANAGING THE INTERVIEW

Tone
Tone
You
Youare
areclearly
clearlymanaging
managingthe
theinterview
interview
But
not
arrogant
But not arrogant
Lead
Leadthem
themthrough
throughthe
thediscussion
discussion
But
invite
their
participation
But invite their participationin
in
the
process
the process
Let
Letme
mesuggest
suggestwe
wedo
dothe
the
following
following
Professional
Professional
Focused
Focused
To
Tothe
thepoint
point
Attentive
Attentive
Responding
Respondingto
tothe
therecruits
recruits
Every
Everyquestion
questionneeds
needsaaresponse
response
Be
Besensitive
sensitiveto
toword
wordchoice
choiceand
andcertain
certain
lines
of
questioning
lines of questioning
Legal
Legalimplications
implications
Person
Person
Never
Neverevade
evade
Acceptable
Acceptableanswers,
answers,when
whenyou
youcant
cant
answer
their
question
answer their question
IIdont
dontknow
know
Ill
find
out
Ill find out
Let
Letme
mefocus
focusyou
youon
onsomething
something
else
(when
something
else (when somethingelse
elseis
is
relevant)
relevant)
Be
Becandid,
candid,not
notevasive
evasive
We
Wewant
wantthem
themto
tounderstand
understandus
usin
in
aapositive
light
positive light
-18-
REMEMBER: THE CASE INTERVIEW IS A LARGE PART OF

THE IMPRESSION WE MAKE ON RECRUITS!
For
Forthe
theone-out-of-ten
one-out-of-tenrecruits
recruitswho
who
get
an
offer
get an offer
Interview
Interviewgives
givesthem
themtheir
theirinitial
initialsense
senseof:
of:
What
we
do
What we do
What
Whatwere
werelike
like
What
Whatits
itslike
liketo
towork
workwith
withus
us
The
Theinitial
initialsense
senseusually
usuallysticks
stickswith
withthem
them
For
Forthe
thenine-out-of-ten
nine-out-of-tenrecruits
recruitswho
who
dont
get
an
offer
dont get an offer
Interview
Interviewis
ismost
mostof
ofwhat
whatthey
theyknow
know
about
us
about us
Remember:
Remember:
They
Theymay
mayinterview
interview with
withus
usagain
again
They
talk
to
their
friends
They talk to their friends
They
Theycould
couldbe
beclients
clientsin
inthe
thefuture
future
-19-
EVALUATING THE CANDIDATES PERFORMANCE

Key to Effective Hiring Decisions
Candidates are evaluated on three key dimensions using a six-point scale

Success-oriented
Success-orientedbehavior
behavior
Analytical
Analyticalskills
skills
Presence/communication
Presence/communication
1-2
1-2
3-4
3-4
5-6
5-6
BCG
BCGhire
hire
Borderline
Borderline
BCG
BCGreject
reject
Recruiting is asking for quantitative grading supported by as much

qualitative commentary as necessary
Gather the data during the interview
Take the time to think through the evaluation and develop an

independent view before meeting with your partner
Your evaluation should be much more thorough than

simple opinion
Be
Beas
ascomprehensive
comprehensiveas
aspossible
possible
-20-
CONDUCT INTERVIEW WITHIN LEGAL GUIDELINES (I)

Questions That You Should Not Ask
National origin
Candidates (or parents or spouses) nationality, ancestry, lineage,

or parentage
Whether candidates parents or spouse are native-born or

naturalized citizens
Name of next of kin
Candidates (or familys) birthplace
How candidate learned a second language

Religion and political beliefs
Religious and political beliefs and affiliations

Race
Candidates (or familys) race, skin color, or complexion
-21-
CONDUCT INTERVIEW WITHIN LEGAL GUIDELINES (II)

Questions That You Should Not Ask
Gender
Change of name, maiden name, or original name

Current or previous marital status
Preferred form of address (Miss, Ms., or Mrs.)
Spouse
Number, name, or ages of children or dependents
Age
Convictions
Handicap
Military history
-22-
INTERVIEWING STYLE SUGGESTIONS

Living by the 80/20 rule
Ask questions 20% of the time
Listen 80% of the time
Avoid editorializing and commenting on candidates answers

tells candidate your values and priorities
Avoid signs of agreement or disagreement
Framing questions and sequencing themes
Keep questions simple and easy to understand
Tie changing themes
Controlling the interview
Direct the flow of the interview
Handle the overly talkative candidate
Restate/clarify questions when not interpreted/answered correctly
-23-
TYPES OF GOOD INTERVIEW QUESTIONS

Type
Description
What it shows
Example
Open ended
Question where candidate must

elaborate to answer
Details, richness -- helps the

candidate show not tell
How do you succeed in

working under pressure?
Mirror
statements
Repetition of candidates key

substance and then wait for
expansion and/or explanation
Details, richness -- helps the

candidate show not tell
So your approach when

something is difficult to
work harder.
Past
performance
Question asking candidate to

reference his/her experience
How candidate is likely to

respond to further similar
circumstances
Give me an example of...

Tell me about a time
when...
Negative balance
Question asking candidate to

describe a negative experience
How candidate deals with

failure/frustration
Can you give me an

example of when
something did not work out
quite so well?
Negative
confirmation
Asks for more examples of

negative experience
Determine if negative traits are

aberrations or indicators
Thats very interesting.

Lets talk about another
time when you had to...
Loaded
Asks for a situation where two

divergent approaches were both
considered
Good indicator of candidates

decision-making approaches
and judgment
What would be your

approach to situation
where...
Half-right
reflexive
Partially correct statements that

ask the candidate to agree
If a candidate is willing to push

back, resilience
Ive always thought

customer service should
start after the bills been
paid - havent you?....
-24-
NONVERBALS ARE CRITICAL INDICATORS

Be Aware
Body languageone of the most significant listening skills
35% of communication from words, 65% from nonverbal(1)
Others say only 7% of the meaning is from words(2)

Auditory channel
Specific words spoken
Sound of voice
Rapidity of speech, frequency and length of pauses

Visual channel
Facial expression
Posture
Gestures
Note discrepancies
Be aware of your own body language
1 Randall Harrison, Nonverbal Communication: Exploration into Time, Space, Action and Object, in Dimensions in Communication Readings
2 Albert Mehrabian, Communication Without Words, Psychology Today, September 1986, p. 53
-25-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-26-
Candidate Evaluation
Candidate:____________________________
Date:_________________________________
Interviewer:___________________________
Interview round: ____1st ____DR
Did you test?
1. Success-oriented behavior
Topic:________________________________
____Yes ____No
BCG
reject
Borderline
BCG
hire
Industry:______________________________
Comments:
Key Dimensions
Score (6-1)
Tolerance for ambiguity
____
Toughness/resilience
____
Initiative/motivation
____
Demonstrated results/leadership ____

2. Analytic skills
Comments:
Framing/organizing problem
____
Prioritizing issues
____
Identifying relevant information ____

Drawing conclusions from facts ____
Identifying key implications
and next steps
3. Presence/communication
Comments:
Listening skills
____
Oral skills/articulation
____
Charisma/spark
____
Credibility/maturity
____
Total (add three scores

above)
4. Overall recommendation
Maybe
Probably
Hire
Reject
5. Other information: (competition/personal issues, etc.)
Definitely
____
Next interview issues
Candidate Evaluation
Candidate:____________________________
Date:_________________________________
Interviewer:___________________________
Fill
Fillout
out
completely
Interview round: ____1st ____DR

Did you test?
1. Success-oriented behavior
Topic:________________________________
completely
____Yes ____No
BCG
reject
Borderline
BCG
hire
Comments:
Critical
Critical evaluation
evaluation
dimensions
dimensions
You
Youmust
mustscore
score each
each
6
5
candidate
candidate from
from1-6
1-6on
on
all
all dimensions
dimensions
Ample
Ample space
spacefor
for
comments,
comments,use
useit!
it!
We
will
use
your
We will use yourinput
input
2. Analytic skills
Comments:
3. Presence/communication
Probably
Hire
Recommendation
Recommendation
Must
Mustbe
be consistent
consistentwith
withReject
key
dimension
scores
key dimension scores
Definitely
Score (6-1)
____
____
____
Use to remind you of

____
testing
Framing/organizing
whatproblem
we are
Prioritizing issues
____
Will help evaluate

Identifying relevant information ____
aggregate score
Drawing conclusions from facts ____
required
Identifying keyNot
implications
to be
completed, but if
you
and next steps
____
do, we will use the data
Total
Total box
box
Add
Add scores
scores to
to help
help Total (add three scores
rank
the
candidate
rank the candidate
above)
Maybe
Key Dimensions
Worksheet
section
Demonstrated
results/leadership
____
Comments:
4. Overall recommendation
Tracking
Industry:______________________________
Trackingdata
data
Listening skills
____
____
Charisma/spark
____
____
Next interview issues
IfIfthere
there is
issomething
something else
else
which
needs
to
be
which needs to be
tested,
tested,let
letus
us know
know
5. Other information: (competition/personal issues, etc.)
Any
Anyother
otherinformation
informationyou
yougather
gatherwhich
whichis
is pertinent
pertinent
to
the
decision
process,
other
offers,
interviews,
to the decision process, other offers, interviews,
locations
locations
-28-
KEY EVALUATION CRITERIA

Success-oriented behaviorDoes the candidate possess the behavioral
characteristics indicative of success at BCG?
Demonstrated results/leadership
Analytical skillsDo they exhibit a strong set of analytical abilities and thought
processes?
Framing/organizing the problem
Prioritization of issues
Identifying relevant information
Drawing conclusions from facts
Identifying key implications and next steps
Presence/communicationDo they have the presence and communication skills
to succeed as a BCG consultant?
Listening skills
Charisma/spark
-29-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-30-
NEED TO DESEGREGATE SUCCESS-ORIENTED

BEHAVIOR FROM COMMUNICATION
Example: Kellogg Interviewers
SOB/communication measures
highly collinear
6
SOB
4
(same
interviewer)
3
13
13
20
28
28
Variance
Number
Percent
1.4
11
7.5
62
42.2
72
49.0
3
4
Communication
(same interviewer)
-31-
TESTING FOR SUCCESS-ORIENTED BEHAVIOR

Works comfortably with unclear expectations
Able to think and act his or her way through an unstructured situation
Comfortable with incomplete or fuzzy information
Stands up to pressures and stress of BCG-type environment
Possesses strong emotional stamina and flexibility

- rebounds from setbacks quickly
- possesses emotional composure
Initiates discussion
Bias toward action
Demonstrated results/leadership
Track record consistent with requirements for success at BCG
Results-oriented
-32-
Reference
TOLERANCE FOR AMBIGUITY

Creating the situation: Describe a moment in the case when it was not clear what the case team
should do
Poor definition of problem
Not enough information to answer the question
Your role
Resist structuring the problem for the
candidate
Forces them to tell you what they
would do
Poor performance
Not able to define a direction
Continually resorts to asking for more
definition
Good performance
Can define how they would approach
problem
Formulates hypothesis without
concern for gaps
Superior performance
Clearly defined logic for proceeding
Comfortable with situation
-33-
Reference
TOUGHNESS/RESILIENCE
Creating the situation: Describe a moment in the case when the client directly or indirectly
challenged the work
In giving the description, make it clear how much you personally were on the line
Your role
Keep the challenge alive as they work
through the case
- why would you do that?
- what if the client didnt like your
suggestion?
Note
This must and can be done without creating

a stress interview
Be friendly and encouraging
Make it clear you dont think there is a
right answer
Thank them
Praise them, when appropriate
Poor performance
Doesnt respond to the challenge
- withdraws and concedes
Quickly gives up their ideas
- OK, I guess youre right
Good performance
Proactively defends position
- with constructive suggestions
Falls back to original thoughts to
explain why ideas are right
Clear logic for resolving the problem
Can work through the situation in best
possible manner
- doesnt resort to conflict
Will use logic to challenge alternative
opinions
-34-
Reference
INITIATIVE/MOTIVATION
Creating the situation: Can be tested throughout the interview
Their role in discussion
How do they approach the case
Your role
Observation
Poor performance
Lets interviewer dominate process
Doesnt contribute unless asked
Disinterested in actions and outcomes
Good performance
Takes the lead and runs with it
An excited advocate for ideas
Drives process further than expected
Very interested in actionable results
-35-
Reference
DEMONSTRATED RESULTS/LEADERSHIP
Creating the situation: Evaluate at the beginning of the interview
Candidate should be able to organize a cogent, results-oriented story about why he/she
would do well at BCG
Your role
Provide an opportunity for the student
to lay out his/her story
Resist prompting; make the student
take advantage of an open-ended,
unstructured situation
Poor performance
Does not see the opportunity to
organize his/her facts
Becomes long winded
Doesnt focus on major themes,
messages
Good performance
Has a message or story
Not cogent or compelling
Well-organized, fact-based, compelling
story
Cogentcan be communicated in 3-5
minutes
Links demonstrated results with key
BCG needs
Provides multiple sources of facts
(i.e., GPA, analytics in old job, results
of work or academic experience)
-36-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-37-
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 interviewee 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 manipulate 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 reasoning
clear logic to conclusion
delineation of alternatives
-38-
Reference
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 problem the way the client stated it to you
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 running list of the issues
they have raised
Fill in contextual details
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 and sales
components
Broad definition with subtleties drawn
out
-39-
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
Your role
Poor performance
Define the task as you would for a new

consultant
Outlined general types of information

needed
Provide them the information you had

when the module began
Little thought to appropriate depth or

methodology
Serve as a resource where appropriate
Good performance
- how big is market?
Lay out information required
- does data exist?
Identify options to find data
Probe to determine depth of thought

process
- what do they mean?
- how would you do that?
Some thought on resources required

Organized vision of information
required
Methodology for defining appropriate
level of rigor
Quick hits to determine feasible and
infeasible approaches
-40-
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 business?
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
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)
Defines approach clearly
Manipulates data into answer
Effectively displays or communicates
information
Can extrapolate concept effectively
-41-
Reference
DRAWING CONCLUSIONS FROM FACTS

Suggested Approaches
Synthesis
Synthesis of
of information
information
Provide
Provide aa set
set of
of information
information and
and get
get the
the
candidate
candidate develop
develop the
the analytical
analytical relations
relations
Example:
Example: provide
provide information
information on
on
markets
and
competitors
markets and competitors
Look
Look for
for
How
How much
much can
can they
they pull
pull from
from the
the
data?
data?
-- sales
sales
--
-- market
market share
share
--
-- relative
relative share
share
--
Ability
Ability to
to communicate
communicate aa conclusion
conclusion
Look
Look for
for how
how the
the candidate
candidate expresses
expresses
their
their ideas
ideas
Possible
Possible choices
choices
-- scale
scale curves
curves
-- experience
experience curves
curves
-- cost
cost de-averaging
de-averaging
-- demand
demand curve
curve
-- market
market segmentation
segmentation
Be
Be prepared
prepared to
to
Explain
Explain these
these concepts
concepts
See
See ifif they
they can
can fit
fit data
data to
to the
the
concept
concept
-- fair
fair share
share
How
How would
would they
they display
display it?
it?
-42-
Reference
IDENTIFYING KEY IMPLICATIONS AND NEXT STEPS

Suggested Approaches
Framing
Framing an
an analytical
analytical answer
answer
Ask
Ask the
the candidate
candidate to
to outline
outline the
the
business
business implications
implications of
of analytical
analytical
conclusions
conclusions
Look
Look for
for
Can
Can they
they synthesize
synthesize their
their analysis
analysis
and
other
relevant
information
and other relevant information
into
into actionable
actionable recommendations
recommendations
-- i.e.,
i.e., analytical
analytical market
market
position
position
++ economic
economic conditions
conditions
++ business
business strengths
strengths
== rational
action
rational action plan
plan
Generating
Generating high-level
high-level recommendations
recommendations
Summarize
Summarize the
the key
keyconclusion
conclusion of
of the
the
study
studyand
and ask
ask for
for recommendations
recommendations
Look
Look for
for
Well-developed
Well-developed logic
logic which
which
incorporates
the
information
incorporates the information
-- in
in aa relevant
relevant fashion
fashion
-- in
in aa reasonable
reasonable fashion
fashion
The
The ability
ability to
to think
think beyond
beyond the
the
conclusion
to
the
implications
conclusion to the implications
-- next
next steps
steps
-- alternatives
alternatives
Do
Do they
they capture
capture the
the subtleties
subtleties
which
which show
show good
good judgment?
judgment?
-- risk
risk
-- alternatives
alternatives
-43-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-44-
PRESENCE/COMMUNICATION
Listening skills
Answers the questions you ask
Remembers data provided during case discussion
Reads nonverbal communications
Getting to the point
Cogently structures logic, rationale
Charisma/spark
Energetic
Enthusiastic
Someone you would be comfortable sending alone to the client

-45-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-46-
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 idea 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 brainteasers and trick questions. The case is a BCG selling point
Exhibit multifaceted, interesting dimensions of our work
Use
Use the
the evaluation
evaluation form
form as
as aa guide
guide to
to developing
developing the
the case
case
-47-
NOT EVERY CASE YOUVE WORKED ON WILL MAKE A

GOOD CASE INTERVIEW
Go through your own experience
Locate a situation that clearly 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
-48-
RIGOROUSLY DESIGN YOUR CASE

Methodology, 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 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
Seenext
nextpages
pages for
forone
oneexample
example
-49-
For
ForInterviewer
Interviewer
only
only
Example
RETAIL-MEX: BACKGROUND AND KICKOFF
Retailer in Mexico -- Retail-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?

-50-
For
ForInterviewer
Interviewer
only
only
Example
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 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 advantages they have to exploit
Where do they need to make changes in the way they do business?

-51-
To
Toshow
showto
to
candidate
candidate
Example
GROSS MARGIN COMPARISON

% of Sales
Wal-Mart
Retail-Mex
Sales
100%
100%
Cost of Goods
70%
60%
Gross Profit
30%
40%
-52-
To
Toshow
showto
tocandidate
candidateifif
s/he
s/hehas
hastrouble
troublewith
with
previous
page
previous page
Example
GROSS MARGIN COMPARISON (II)

% of Sales
Wal-Mart
Retail-Mex
Adjustment to WM prices
R-M today
Sales
100%
100%
$ 1.00
Cost of Goods
70%
60%
.60
Gross Profit
30%
40%
.40
Adjusted $
Adjusted %
-53-
To
Toshow
showto
to
candidate
candidate
Example
EXPENSE COMPARISON
% of Sales
Wal-Mart
Retail-Mex
Store Costs
11%
20%
Distribution
2%
5%
Information
Technology
1%
2%
Other
2%
4%
Total Expenses
16%
31%
-54-
Example
EVALUATION SHEET
For
Forinterviewer
interviewerto
to
evaluate
candidate
evaluate candidate
Name:_________________________________________
Good
Better
Best
What testing
I. Is this a
problem, how
think about
Price
Product line
overlap
Mix of goods
w/diff GM
Customer overlap
EDLP
Costs
Ambiguity,
framing problem
II. Gross Profit
Mix; adjustment
fine with help
Mix and price;

adjustment fine
without help
Mix and price;

adjustment
flawless
Conclusions from
facts, relevant
info
III. Expenses
Id main
components of
each; discussion
in general
Svc level, rent,

locations
goes right to
SO
Scale and
efficiency
Prioritizing,
conclusions from
facts, relevant
info
IV. Matrix
I lead but with me
Even contribution
Almost creates
framework and
guides me
Initiative,
motivation,
framing problem,
charisa/spark
V. Pull all
together
Summarized main
points
price/overlap
cost/scale
One level higher

know
customer and
niche
define goal
Plus gives long

and short term
next steps
identifies hope
Drawing
conclusions from
facts, identifying
key implications
and next steps
-55-
TEST YOUR CASE
Test your case informally and refine as needed
Use two or three colleagues
Can you test all key points?
Does timing work?
Formal review of the case will be done with recruiting
For associate interviewers: individual feedback sessions with

Hugh and Amy (we will be contacting you to set up)
For consultant interviewers: develop case with assigned coach

(see memo), follow up with Jill and Ken
-56-
AGENDA
Overview
The case interview
Evaluation criteria
Designing your case
-57-
VOCABULARY FOR DESCRIBING CANDIDATES

Background (I)
It is critical that your descriptions of

candidates are thoughtful, accurate,
and understandable...
As interviewers, you will be asked to
describe candidates to others
In written form and sometimes
orally
Your descriptions will be used to
assess a candidates likelihood of
success at BCG
And, thus, whether s/he deserves
an offer
...However, it is difficult to describe a

person and how s/he thinks
Most of us do not have a large
vocabulary around this topic
Words we tend to use (e.g., nice,
smart) have different meanings to
each of us -- thus, are useless
-58-
VOCABULARY FOR DESCRIBING CANDIDATES

Background (II)
To help build your vocabulary, and, therefore, the usefulness of your

feedback we have two suggestions
Carefully review pages 32-45 of this document to understand

definitions of evaluation terms
-
be sure to test for these attributes during your interview
be ready to describe candidates performance along each

dimension
Explore the following pages of vocabulary and challenge yourself

to describe candidates with these more specific terms
-
remember, we are not looking for a specific set of adjectives...
.....but using precise terms will help those who need to make
judgments
-59-
CANDIDATE EVALUATION VOCABULARY

Four Dimensions Worth Discussing
Extrovert
Engages in activities that involve many people;
enjoys brainstorming, talking things through;
comfortable initiating conversation, small talk
Introvert
Prefer solitary activities; prefer one-on-one
interaction; needs thinking time to digest an
issue; may avoid small talk
Conceptual
Factual
Comfortable with complexity and uncertainty;

enjoys future-oriented activities; hypothesis
driven; likes to talk ideas, concepts, options
Prefers clarity, simplicity, certainty; enjoys

present-oriented activities; results oriented;
practical; likes to talk facts, makes things
happen
Objective
Subjective
Content oriented --primarily driven by logic

and reason; able to identify flaws and
inconsistencies; able to discuss 2nd and 3rd
order implications
Structured
Prefers to have things planned; prefers clearly
defined schedules and goals; framework driven;
organized; output oriented; likes to narrow
options; enjoys the end goal
Relationship oriented -- tries to understand

problem in context of how the person (client)
perceives it; in tune with peoples feelings and
perceptions; driven by gut feeling
Unstructured
Prefers to leave things open-ended; prefers
loosely defined schedules and goals; flexible in
thinking; less focused, loose structure, slower to
get to output, likes to expand number of options;
enjoys the journey
-60-
INTERVIEWER TRAINING
October 10, 1997
***UNUSED SLIDES***
-62-
AGGRESSIVE RECRUITING CONTINUES

1996-97 North American Hiring Targets
Number of hires
Office
Atlanta
Summer
6
Boston
29
26
Chicago
29
17
Dallas
Los Angeles
18
12
San Francisco
Toronto
10
123
84
New York
Washington
Total
Full time
5
-63-
BOSTON OFFICE KEY CONTRIBUTOR TO THE

AMERICAS' RECRUITING EFFORT
Americas Total
Boston Staffed
No.
Person Days
Person Days (% of Americas)
1R interviews
3,160
676
25%
DR interviews
1,000
429
25%
Marketing and
Sell Events
153
705
30%
Source: North American recruiting databases

-64-
TYPES OF INTERVIEW QUESTIONS

Type
Description
Example
Closed ended
Yes or no answers
Provides no significant information
Can you work under pressure?
Open ended
Asks for detail
Im uninterested in hearing about . . .

How do you succeed in working under pressure?
Past performance
Premise that past predicts future behavior
Give me an example of . . .
Tell me about a time when . . .
Negative balance
quite so
Look for chinks in the halo
Can you give me an example of when something did not work out
well?
Negative confirmation
to . . .
Determine if negative traits are aberrations or
Thats very interesting. Lets talk about another time when you had
indicators
Reflexive
area, dont
Interrupter that allows interview to proceed

in a different direction
With time so short, I think it would be valuable to move to another

you?
Mirror statements
Repetition of candidates key substance and then

wait for expansion and/or explanation
So your approach when something is difficult is to work harder.
Loaded
Situation where two divergent approaches were

both considered (good indicator of candidates
decision-making approaches and judgment)
What would be your approach to a situation where . . .
Half-right reflexive
Partially correct statements that ask the candidate

to agree
Ive always thought customer-service should start

after the bill has been paid. Havent you?
Leading
that?
Providing too much information before asking
We believe that the client comes first. How do you feel a bout
a question
Question layering
situation
Like peeling an onion, probes meaning of answers
Describe a time you worked under pressure. How did the pressure
arise? What can be done to avoid the situation from reoccurring?
-65-
TEST YOUR CASE
Test your case informally and refine as needed
Use two or three colleagues
Can you test all key points?
Does timing work?
Formal review of the case will be done with Recruiting
Write-up
One-on-one feedback session with Recruiting
-66-

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AGENDA

WELCOME TO THE BOSTON RECRUITING CADRE!

BCG NORTH AMERICA IS LOOKING TO HIRE

BOSTON RECRUITING IDENTIFIES MORE THAN ITS SHARE

Harvard Business School

(1) Numbers include ANZ

THREE LEVERAGE POINTS IN RECRUITING PROCESS

Specialist, outreach programs

Presentations, club events, etc.

Screen candidates effectively

THE SCREENING PROCESS DIFFERS SLIGHTLY

THE SCREENING PROCESS DIFFERS SLIGHTLY

EXPECTATIONS OF NON-MBA CANDIDATES DIFFER

Not just data crunchers or even analysts

Most not even business or economics majors (this is okay)

But should not screen based on vocabulary or business

HOWEVER, IN THE END, WE ARE LOOKING FOR THE SAME

BCG MAKES A GOOD IMPRESSION ON CANDIDATES

BCG interviewers were attentive/interested/responsive.

Both interviewers presented interesting cases which challenged my

BCG MAKES A GOOD IMPRESSION ON CANDIDATES

BUT REMEMBER, THE IMPRESSION IS A LASTING ONE

A little bit more time should have been devoted to my background.

I didnt have an opportunity to explain how my experience would be

THE CASE INTERVIEW

Mechanics of the interview process are critical to its success

Preparationif you are not prepared, it shows

Timing45 minutes really isnt much time

Interview managementcontrol of the process is critical

80/20 rule: candidates should talk 80% of the time,

Evaluationeffective hiring decisions depend on this

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

Prepare an introduction to yourself

Beyond the bio that will be provided the recruit

Get your energy up on the day of the interview

BCGS RECRUITING PRINCIPLES

Respect for recruits

Fair evaluation process

Opportunity for recruits to express themselves

Professional and courteous behavior

Attentive, interested and responsive to recruits

MANAGING THE INTERVIEW

Draw them out

Introduce the case

Q&A, explore whats on their mind

Discuss next steps

MANAGING THE INTERVIEW

REMEMBER: THE CASE INTERVIEW IS A LARGE PART OF

EVALUATING THE CANDIDATES PERFORMANCE

Candidates are evaluated on three key dimensions using a six-point scale

Recruiting is asking for quantitative grading supported by as much

Gather the data during the interview

Take the time to think through the evaluation and develop an

Your evaluation should be much more thorough than

CONDUCT INTERVIEW WITHIN LEGAL GUIDELINES (I)

Candidates (or parents or spouses) nationality, ancestry, lineage,

Whether candidates parents or spouse are native-born or

Name of next of kin

Candidates (or familys) birthplace

How candidate learned a second language

Religious and political beliefs and affiliations

Interview round: 1st DR