Despite the overwhelming number of openings, getting job offers from large, well-known firms can be tough, even for highly qualified candidates. At senior levels, interviews focus on your ability to sell million-dollar consulting projects. However, candidates at other levels should expect intense meetings as well.
The goal is to find candidates who are intellectually sharp and agile and can remain poised while facing difficult clients. Here are four main types of interviews that consulting firms use to test these skills and tips on handling each one.
1. The classic case study
"Let me tell you about a project I've been working on," says the dark-suited partner. "Our client makes ring laser gyro-based inertial measurement units for aircraft. It's been losing share recently and management wants us to figure out why. What do you think?"
Of course, you haven't a clue. You don't even know what a ring laser gyro is, but that's exactly the point. You're not supposed to guess the right answer; you're supposed to ask the right questions. Don't worry about industry jargon, and be prepared to take notes. Start by asking such questions as, "Who are the client's competitors and which ones are gaining market share from us?" "Is the client losing all customers or just one segment?" "Are customers choosing other gyros because they cost less or because they work better?"
The interviewing consultant wants to see if you can think logically, absorb all necessary information, avoid getting sidetracked by blind alleys ("No, our client's gyros are just as good as others!") and above all, stay calm.
Some candidates approach the case using techniques such as Five Forces, a framework for analyzing the profit potential of an industry, or Four Ps, an analytical tool used in marketing. These techniques work when they're relevant to the problem, but it's safer to use a common-sense method than to show off.
2. The firefight
This is the interview where the consultant wants you to estimate the number of golf balls in the U.S. and then multiply 752 x 13 in your head. These questions are common in first interviews when consultants want to weed out candidates who aren't budding Mensa members. They're also used to test applicants whose degrees aren't in science, economics or engineering.
Refuse to be flustered. Most problems are easier than they seem. To solve them, you must make assumptions and sensible guesses. In the above example, estimate what proportion of the U.S. population plays golf and how many balls average golfers have in their club bags. As with case studies, how you think is more important than producing right answers.
3. 'We're so impressed'
A seemingly easy interview is often a deadly trap. Your interviewer puts you at ease, telling you how impressive your reasoning skills were in the previous round. "Your resume is superb," she says. "So, what would you like to know about us?" Sounds like you've landed the job with 25 minutes left in the interview. Is it time to ask how soon you can expect to make partner?
No! It's another test. You've just been given control of a block of time. The interviewer wants to see how well you use it. What should you say? Boring questions about the consulting firm's history or ambitions will get you dinged.
It's far better to say something like this: "I'd like to spend about ten minutes each on three topics. First, your company's training programs--what they are, how seriously are they taken and what are they designed to teach? Second, perhaps we could review why I'm confident that the skills and experiences on my resume fit well with consulting. Third, I'd like to hear how you chose this company, how your own career has evolved and whether it's been what you expected. Shall we start with training first?" Done right, this type of presentation often will earn you a job offer.
4. Team games
You're in a room with three nervous applicants. You're given a fat packet of information: lots of tables, data and text about a business situation. "Read it," they tell you, "then work as a team to answer the five questions at the end. Write a short report and decide which of you is going to make the presentation. You have 30 minutes. We'll be watching."
It's another impossible assignment, but one that's fairly typical in consulting. It tests your ability to work in a team. Your interviewer wants to see if you can lead the group in a direction you believe is important and also take direction from a peer.
During this exercise, avoid being domineering or a wallflower. If you can, display a sense of humor. Listen carefully to your teammates and build on what they say rather than turning discussion to your own ideas. In these exercises, teams are judged as one, doing well or poorly together. There are no individual winners.
A final word
Management consulting firms are hungry for talent, which is great news for job seekers who want consulting careers. But major firms remain very choosy and applicants can expect to sweat during the interview process. The interviewer's goal is to find out if you have the smarts and if you'll interact well with clients. It's your job to prepare in advance for the tricky techniques interviewers use to separate posers from performers.
