RISA: Guide To Fit Interviews
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Transcript of RISA: Guide To Fit Interviews
Guide to Fit Interviews Cracking the fit code…
Mohit Kant
Where are you?
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Speak with
second year
students
Attend firm
information sessions
Network with
alumni
Conduct informatio
nal interviews
Practice case and
fit interview
s
Apply and drop
resumesInterviews
September
January/February
Now is the time to ramp up the Interview prep
November
How do employers think?
• Hiring is time consuming. mistakes can be costly
• Employers look for three qualities Passion for the function, industry & company
Cultural Fit (For eg. Amazon Vs. Microsoft)
Relevant skills to succeed on the job Recruiters believe that your past behavior is the best predictor for your future
behavior!
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How do employers think?
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Hiring Managers are looking for: • Technical Acumen I.Q . 40% • Social Acumen E.Q . 50% • Clarity of Purpose I have a Clue 10% IQ = Intellectual Quotient EQ = Emotional Quotient (the behavioral stuff)
Source
Fatal mistakes• Not selling yourself enough to justify an offer
• Providing an unstructured answer
• Providing generic (* non-memorable *) answers
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Fit interview framework
Tell me about a time…
Leadership Ability
Teamwork
Conflict Management
Analytical Skills
Client
Sr. Team Member
Boss
Peer
Outsider
Qualities
StakeholderCreate all possible Quality + Stakeholder trees to cover
approximately 75% of
Behavioral questions
Baseline Questions
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Baseline questions
• Please take a minute and run me through your resume
• What do you think makes a good management consultant?
• Tell me your greatest professional weakness• What drew you to McKinsey/Bain/BCG/etc?• Why this office? • What would your friends say is your biggest strength?
• What motivated you to look into consulting careers?
Baseline questions help employers form initial impression on your
candidacy Mohit Kant
Uncover the unasked questions
• Have you dealt with a difficult person? If so, explain how you managed the situation.
• Describe a scenario where you lead a team in the face of a major obstacle.
• Tell me about a time you demonstrated leadership
• Tell me about a time you had to persuade someone of something
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Can he/she persuade people?
Can he/she lead a team?
How does he/she handle
adversity?
How does he/she manage difficult people?
Structure, Be Succinct..
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Context (20%) Action (60%) Result (20%)
• Tell them what you’re going to tell them (brief background, your role, the problem)
• Tell them (how you thought about the situation, what did you end up doing)
• Final punch (what was the impact? Quantify)
Tell a story, don’t answer a question
How to prepare?
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• Write down & bucket stories into categories (leadership, team etc.)
• Bucket again into tiers (tier -1, tier -2 etc.)• Practice narration till it becomes second nature
• Get feedback from MBA2s, Friends and Peers on content, structure and Delivery
• Once content and structure are finalized, focus on other attributes – eye contact, hand movements, portraying confidence
Real interview
The primacy and recency effects: The primacy effect means that people remember the first thing they read or see. The recency effect means people remember the last, or most recent, thing they read or see.
BE MEMORABLE!
USE ANECTODESTAKE A PAUSE DURING
TRANSITIONS
EMPHASIZE IMPORTANT INFORMATION
BE JOVIAL
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Do you have any questions for me?
• Research your interviewers (if feasible)
• Talk to as many people as possible before the interview
• Ask questions very specific to the organization for eg: If a company launched a new service, ask how the market is responding and share your opinion
LAST CHANCE TO LEAVE A STRONG IMPRESSION
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Other resources
Other resources
1.Michigan Alumni Interview Handbook2.Olin’s Consulting Interviews Handbook
3.Univ. of Michigan Guide to Interviews
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