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McKinsey 麦肯锡面试技巧
作者：佚名 来源：不详 发布时间：2007-5-7 15:36:00
We look for people who demonstrate capabilities in four areas. Each of these
areas is critical to success in the day-to-day work we do. We hire distincti
ve people, so we look for outstanding potential in each of these areas during
the interview process.
Problem Solving: McKinsey consultants help clients solve tough problems in t
heir businesses and implement the solutions. This not only requires outstandi
ng intellectual abilities and rigor, but also a good, practical sense of what
works and does not work in complex organizations.
Achieving: Our consultants constantly strive to deliver distinctive client s
ervice. To achieve this while handling multiple stakeholders and often tight
deadlines requires outstanding energy, determination, and judgment.
Personal Impact: McKinsey consultants work with a wide range of individuals
in their day-to-day jobs. Developing and implementing sound recommendations r
equires the involvement and support of these individuals. Skills in interacti
ng with people in sometimes tough situations are critical to driving distincti
ve client impact.
Leadership: Leading people and fostering effective teamwork are key to succe
ss both within McKinsey and with our clients. McKinsey consultants need outst
anding leadership skills in order drive positive change in complex organizatio
ns.
All of our consultants are well rounded individuals, who have a good mix of th
ese skills and are fun to work with. This is what makes them successful and v
alued by our clients. We look for the same mix of skills in our interviews.
NO.2 Writing a Good Resume/CV
The first part of the candidate screening process at McKinsey is a resume revi
ew. We use a resume to help us determine whom to invite to our interviewing pr
ocess. Therefore, it is important for your resume to be the best possible refl
ection of you and of your achievements to date.
Your resume should not only accurately reflect your achievements to date, but
also provide some sense of the scale of those achievements. A successful resum
e will also give the reader a sense for who you are as a person, as reflected
in the activities and achievements you view as important in your life.
With this in mind, we have put together some tips on writing a good resume. We
hope you find this to be helpful in your applications.
(1)General Resume Tips
We advise you to tailor your resume to the employer you are sending it to, but
here are some broad tips on the overall layout of a good resume:
Your resume should be neatly typed and clearly laid out.
Use a reasonably sized font (e.g., size 10 or larger) and allow some margin a
round the text for reviewer''s notes.
Do not be overly creative with the formatting - it will only distract from th
e real focus of the document, which is you.
Write clearly and don''t forget to check your grammar and spelling.
Include your name and contact details at the top, with daytime and evening ph
one numbers and an e-mail address.
Lay out your prior jobs (if any) in reverse chronological order, with your mo
st recent role at the top.
It is best to list dates on the left hand side. You should be able to explain
any gaps in your career or educational history.
The length of your resume will depend on you and your achievements – but don
''t pad it out! The trick is to be concise but not incomplete.
Remember, the person reading your resume may not be familiar with your specifi
c credentials. Avoid using any jargon. Ask friends from different backgrounds
to read it for you. If they''re impressed without being confused, you''re lookin
g good.
(2)What We Look for in a Resume
Our resume reviewers look for evidence of achievement in the four key skill ar
eas outlined in What we look for. We find the following resume structure most
helpful in giving you a fair review:
Education
We prefer to see details of graduate work and college/tertiary education firs
t. Include your degree subject, university, degree grades or GPA at each major
milestone of your course (for example, Magna cum laude overall, Summa cum lau
de in first year) and any major prizes or awards, specifying key dates. You sh
ould also include any significant academic projects (e.g., senior thesis, majo
r research work, etc.) that you feel help illustrate your academic ability.
Depending on your national background, it may be important that you provide d
etails of your results in all subjects in key examinations (e.g.: High School
Diploma, ‘A'' levels, Baccalaureate grades).
Applicants who have taken standardized tests such as the GMAT, LSAT, SAT, etc
. should also include their scores.
Providing as much detail as possible here is key. If you have academic transc
ripts showing detailed grades, send us a copy. If you studied in an academic s
ystem unfamiliar to most, try where possible to translate your result to help
the reviewer understand (e.g., Top 2 percent of students nationally).
Work Experience
If you have work experience, emphasize what you have achieved in each major r
ole beyond your key day-to-day responsibilities. We are most interested in the
impact you have had in your career (e.g., the key things that changed because
of your direct involvement). You may also describe unique skills and experie
nces that will help us understand the strengths you bring to the table.
Other Skills and Achievements
We are interested in any volunteer or charity work, or positions of responsib
ility in professional bodies - particularly where they demonstrate leadership,
initiative-taking or extraordinary commitment. If you have been involved in s
ignificant activities of this type, please list them.
Similarly, you should include leadership positions, significant involvement i
n extracurricular activities, and significant participation in sports, games,
societies or hobbies. For example, a high level of achievement in a sport tell
s us something about your commitment and drive to achieve. Don''t just tell us
about your hobbies, tell us what you have achieved in pursuing them.
Generally you should only include items that you feel will help us understand
your strengths better (rather than including something just for the sake of h
aving it).
Languages
Include any foreign languages for which you have business conversational abil
ity or better. For languages, a good idea is to rate yourself as either basic,
competent or fluent.
To help illustrate some of the points above, you can find an example of a poor
ly written resume on this site.
We hope these guidelines help you in constructing a good resume. Good luck in
your job search!
NO.3 Interview Process
We try to ensure we are as accurate and fair as we can possibly be when we int
erview you. To do this, we employ a wide range of interviewing methods. In par
ticular, you should be prepared for the following:
Case Studies: We believe the best way we can assess your problem solving skill
s is to discuss a typical McKinsey business problem with you – we call this a
case study. Our interviewers are trained to use case studies which are fair t
o you and reflect the typical business problem solving challenges faced by our
consultants. Case studies are broad, two-way discussions, rather than one-way
tests and there is no perfect answer. You will be assessed more on how you go
about dealing with the problem, rather than on the specific answers you come
up with. Practice at case study discussions is recommended, especially if you
are inexperienced at interactive problem solving discussions.
Experience Interviews: When we decide to interview you, we are already impress
ed by your achievements to date. However, it is not just your achievements tha
t are important to us – it is also the skills you used in order to accomplish
those achievements. Our interviewers are trained to examine your past accompl
ishments in depth, in order to determine if the skills you possess would posit
ion you well for a successful career at McKinsey. Therefore, you need to be pr
epared to discuss your most important past experiences in a very detailed way,
focusing on your specific role and describing the key actions that were criti
cal to success.
These are the most common elements of our interviewing process. However, as yo
u go through the process, you may also encounter other types of assessments. I
f this is the case, you will be informed at an appropriate point by a McKinsey
recruiter.
NO.4 Case Study Tips
As part of the interview process, we will ask you to discuss a business proble
m. As you work through the business case with your interviewer, you will also
become better informed about our firm and the kinds of problems we solve. Most
candidates enjoy the cases and the business issues they raise. Your approach
to the case and the insights you reach will give you an opportunity to demonst
rate your problem solving abilities and help us get a sense of your potential.
The following items are addressed in this section:
Why We Use Case Studies Answer
How You Should Approach the Problem Answer
What We Are Looking For Answer
Case Study Tips Answer
Some Common Mistakes Answer
Why We Use Case Studies
Your abilities in dealing creatively with complex or ambiguous problems in unf
amiliar businesses, in structuring your thinking, and in reaching sensible con
clusions with the available facts in a short time are critical to being a succ
essful consultant.
Since no particular background or set of qualifications necessarily prepares y
ou to do this, we''ve come to rely upon the case study as an integral part of o
ur interview process. The case study gives us an opportunity to see how you th
ink about problems and whether you can reach a well-supported conclusion. It a
lso gives us an opportunity to gauge your sense of prioritization and judgment
within a business context.
From your side, the case study should give you a real insight into the type of
work that our firm does. If you enjoy the case discussion with your interview
er, it''s likely that you will enjoy working at our firm.
How You Should Approach the Problem
The cases you discuss in each of your interviews will be different. Generally,
they are based on the interviewer''s professional experiences and will usually
describe situations with which you are not familiar. For example, your cases
might focus on deciding how a company should react to a new competitor or dete
rmining what attributes a company should look for in seeking a joint-venture p
artner.
In addressing the case, it is important that you take a logical, well-structur
ed approach and reach a reasoned conclusion. At a minimum, you should be sure
that you:
Understand the underlying problem and the question. Ask for clarification on p
oints that you feel are unclear.
Break the problem down into a logical structure and describe your overall appr
oach. There may be several issues to be addressed in order to reach a conclusi
on. Don''t dive into these issues before describing your overall approach. Clic
k here for an example of a common way to structure the problem of declining pr
ofitability.
Address the issues one at a time. Focus on the most important issues first. Yo
ur interviewer will guide you on which issues to focus on, and they will also
be reasonable in their expectations of what issues can be covered in the time
allotted.
Address important issues, not just ones you feel comfortable with. Candidates
often focus too much on their own area of expertise rather than the important
issues (for example, accountants focusing on the financial aspects of new prod
uct development without mentioning customers). Follow your interviewer''s guida
nce here.
Perform the important analyses. There may be important calculations or analyse
s to do in order to reach your conclusions. Follow your interviewer''s guidance
on these, and do them as best you can. Remember, your interviewer is there to
help, so be sure to ask for assistance if you need it.
Test your emerging hypotheses. Keep coming back to check that you are addressi
ng the question you were asked.
Request additional information. As you build an understanding of the problem,
there may be more information that you need.
Reach a conclusion. Synthesize your thoughts concisely and develop a recommend
ation. Don''t just summarize what you have discussed. Think about what the acti
onable next steps are, and which ones are the most important.
What We Are Looking For
In most instances there is no right answer to the problem. It is critical that
you demonstrate your ability to think in a structured way and that you reach
a reasoned conclusion that is supported by the evidence. Listen carefully to t
he scenario; if you miss critical information, it can affect your ability to s
olve the problem.
During the case study, we look for evidence of your ability on a number of dim
ensions — logical reasoning, creativity, quantitative skills, business judgme
nt (not business knowledge), pragmatism, and an ability to structure problem s
olving. We also look for evidence of intellectual curiosity and enthusiasm for
typical consulting issues.
It is equally important for us to get a sense that you are comfortable with ou
r working style — learning from the emerging facts and developing revised hyp
otheses as more information becomes available. You should be receptive to new
information and use it to push your thinking forward. When you are asked a que
stion, you should refer back to any relevant information that''s already been d
iscussed, rather than answering it in isolation.
Case Study Tips
Listen to the problem. Make sure you are answering the question that you have
been asked.
Begin by setting a structure. Think of four to five sub-questions that you nee
d to answer before you can address the overall issue.
Stay organized. When discussing a specific issue, remember why you are discuss
ing it and where it fits into the overall problem.
Communicate your train of thought clearly. If you have considered some alterna
tives and rejected them, tell the interviewer what and why.
Step back periodically. Summarize what you have learned and what the implicati
ons appear to be.
Ask for additional information when you need it. But make sure that the interv
iewer knows why you need the information.
Watch for cues from the interviewer. Any information given to you by an interv
iewer is given to help you - listen to them carefully and follow their lead.
Be comfortable with numbers. You will almost always have to work with numbers
in a case. This requires comfort with basic arithmetic and sometimes large qua
ntities. You may also be asked to perform estimations.
Don’t fixate on "cracking the case." It is much more important to demonstrate
a logical thought process than to arrive at the solution.
Use business judgment and common sense.
Relax and enjoy the process — think of the interviewer as a teammate in a pro
blem-solving process and the case as a real client problem that you need to ex
plore and then solve. Our clients need pragmatic solutions that they can act o
n as soon as possible. Always focus on actionable recommendations, even though
sometimes they may not be the most elegant solution to the problem.
Some Common Mistakes
Misunderstanding the question or answering the wrong question.
Proceeding in a haphazard fashion. For example, not identifying the major issu
es that need to be examined or jumping from one issue to another without outli
ning your overall approach.
Asking a barrage of questions without explaining to the interviewer why you ne
ed the information.
Force-fitting familiar business frameworks to every case question, whether the
y are relevant or not, or misapplying a relevant business framework that you d
o not really understand, rather than simply using common sense.
Failing to synthesize a point of view. Even if you don’t have time to talk th
rough all the key issues, be sure to synthesize a point of view based on where
you ended up.
Not asking for help. Some candidates feel it is inappropriate to ask for help
when they are stuck. Whether it is a misunderstanding related to the overall p
roblem, or whether you are struggling with a specific analysis, be sure to ask
for help when you need it.
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