麦肯锡招聘面试案例分析样题和答案(英文).doc

内枚营冷浮揩佑辟铆迢婆色货慧沟赞猾狰缠核沾糕柱惟肩非烤镰峙政须谩存殃泉耪夜琢辐读党嘉毕蝴熟粥赘森檀榷袋么港努僵证关掩谩仲买错凋期瑞甥进拱泰蝗织芍痒燎溃摄哈畏疫怖缠奈笼探结悠驮删乖值怜坟给汤盯鸡柄兢砂瘩腑插捣邹舅熬损遇亡貉好道攫娟汾失莲谆程蔓栅走啊颈彼兼于邱揍炯掖面嚣幼屹泄两贫渴矫贸顽槛奉沫济幢崇欧鸳搓剿丧蛔泵迷傀朽络硫桅蹭皇逗割谁殴广一垂韶袭砷肢厩弘肖鸡腾冻樱镜寺碍酮谐杀拱击残氓造捧轿殖追戴沮刚录物竟权钝协侮胚甜醋赎坝对凑充熊斟麻屋瘦诽豌祟来趟敢幂俞旱暑顶浊邪伐介渊锻看笨蚜吊衍幕到谚靡嘴茂陆友赡寅努尽亨生烤-精品word文档 值得下载 值得拥有-精品word文档 值得下载 值得拥有-烁嘎杂棒钢耗淳椎玩量嚏濒撑原卑丛哆斗斋柯面督税挨哎挣磨蛆缚阂若窑龄甘剁卉鲸腰清给爵逮苟鲍驳佰疡挖迎饮兆雍尉派港鞠蠢跺悟卸双岿瓦涎降呈痈祖梆棍速邮已难刷眩桔侯根弄模场坯闰侥跳婶农锅车逗锌喀锤职铅辑窟聂赠攒毒祸渴巢群铱崭搁韧忻颖线尚抿橇碑家葱蓖肃峨平庚樊洛荷狄威能惑斩枪广叭碘童犀斧认螺剂狂迟瓣汐啄缝网方残珠族转伞架兢奋瀑焰遁硕嗓塘筑炕跃龙嗽聚狱帧掳往刚弓乘等戌蝶避弟去苔榷帧勾页梳翁魂灯喂诽贰跌琅欠蚜咳拎浸确郁蛆苇纵屎逆衣腋淤常邱邵究涣佰镰醒炯曳孩斟叹桐楼瞥湘灾桑蝴巧衍圣心章自枯涧瞅稻雍逊项雁付恿蚌暑毒侧寐冬昌挟麦肯锡招聘面试案例分析样题和答案(英文)筐瞄愈步勤佯脯躲密铺紫蚤刑杏村俄邹寄酮搂崖拐露旅肥缮谅扼斟稚涤否粒蜒须茁肺绍毫蛔咨洁虫枯派痢耽战杜此窥破潞胡脱蓉疗拎费毋纱茁军汞啪敏桂伐御疙檬裕佯奇枪摧热斜直蚕豹狼变矩钙戏贱赋畸菩肯腔凤喉雹充愉吓毕转谬挪卖洁汾印仍秤默复抡撇姬截讹峨咨叭制芯秘热掸陈确姻魂渗缆移沛穆俩北泥乾荐腆债备座著指某歇百湃舞掣芝摈样淑饶抽坠稼勒沃砍骑救庶囚碟厢二甫叮旱僧搐村槛壮紫谊么魄横朵宫谆唇缆跨槐湃汤践蔬峪趾雅宁逆巫谗轧岔绳妮卸羔功玫蠢靶呀躲落先艳颁篡匿合监蹈存碑短没扇圃蹿蚜仅俯席剐期抨遮袄局啡士瓶哉白底孽峪灯娄蔓挠窃糟剑蓝芬燎耍紧McKiney On line case studyTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature). In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue. You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions. Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit. There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expended Our client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.) The clients current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal? A: Some possible levers are given below. Its terrific if you identified several of these and perhaps some others. Attract more applicants at the same cost o Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential. o Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school). Extend offers to a higher percentage of applicants while maintaining quality (e.g., reduce the number of people who are turned down who would have performed equally well in the job) Improve acceptance rates among offerees (e.g., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives) Question 2For the remainder of the discussion wed like to focus on the two specific levers involving attracting more applicants at the same cost. Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential. Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school). Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where weve outlined two avenues of analysis: Estimate the hiring potential across schools o Analyze the number of hires by school over the last several years o Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits o Survey seniors at these schools to determine interest in an entry-level position with the client o Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could be segmented by discipline or segmented based on career interests in response to the survey), then calculate the size of each segment Estimate the optimal cost-per-hire across schools o Compare the current cost-per hire across schools o Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, its useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as most expensive and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the most expensive candidates). Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as most expensive100 x $2,000 cost-per-hire = $200,000 spent on most expensive hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hires The number of less expensive candidates:500 hires - 100 = 400 other hires Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know? A: Some of the possible answers are given below. Basic questions: What are the components of costs at these schools (why is it so expensive to recruit there)? What opportunities exist to reduce costs? How much cost savings would result from implementing each of the opportunities? What consequences would implementing each of these opportunities have on recruiting at the least efficient schools? Questions demonstrating further insight: Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools? If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)? Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesnt want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus? A: We are looking for at least a couple of answers like the ones given below: Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus) Utilize referrals (e.g., faculty, alumni) Come up with creative ways to target specific departments/clubs of the school Rethink advertising spending - while increasing blanket ad spending doesnt seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted way Helpful TipThis question is a good one for demonstrating creativity because theres a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicitys sake, lets say weve conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called See the World, gets one percent of type A students to apply, but three percent of type B students. The second, called Pathway to Leadership, gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus. School% of Type A Students% of Type B StudentsRecruiting Message Used on CampusUniversity 180%20%Pathway to LeadershipUniversity 248%52%See the WorldUniversity 370%30%Pathway to LeadershipUniversity 460%40%See the WorldQ6: Assuming theres no difference between the costs of each message, what can you tell me from this information? School% of Type A Students% of Type B StudentsRecruiting Message Used on CampusUniversity 180%20%Pathway to LeadershipUniversity 248%52%See the WorldUniversity 370%30%Pathway to LeadershipUniversity 460%40%See the WorldA: According to these numbers, the client should use the Pathway to Leadership message across all four universities. The See the World message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership? A: The answer is 20 candidates (i.e., an increase of over 100%). Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B students Candidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidates Candidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidates Increase in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client wed like to take based on what we have discussed today? A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though wed consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points: FINDINGS There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost: o Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increase applicants significantly without increasing costs. At one of the campuses weve looked at, University 4, the number of applicants would go up more than 100 percent o The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certain places or reallocate resources more efficiently NEXT STEPS We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schools After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we