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Tips on the Interview Process pdf


#1

Tips on the Interview Process

[48625]

Pre-Interview: Dos and Don ts

Do your homework.
Practice your job talk (at least) twice.
Make up a list of questions to ask (more later ).
Be prepared.
To explain your work to different audiences (more later ).
To answer some tough questions from them (more later ).
Bring a notebook (paper or electronic).
Pack some presentable clothes and shoes you feel
comfortable walking and talking in. Think about the
location of the place.

More General Dos and Don ts

Show conviction, passion about something.
Have an inner voice, a rudder that steers you. Know yourself.
Show an interest in what people are saying, but
Don t try too hard to please.
Don t be too agreeable. Don t be spineless. Stand up for what you
believe in.
Listen carefully to what people are asking or saying before
answering questions or responding to comments.
Don t say anything stupid.
If you don t know anything about something don t pretend that you do.
Don t talk off the cuff.
Don t be glib, especially with people you don t know.
Keep detailed notes (people s names, impressions, etc.).
Dress neatly.

Multiple Talks

Have multiple versions of the talk in your head, for
different audiences and different durations.
The one-hour job talk version.
The technical one-on-one version.
The dean/department head version.
The elevator version(s)
The waiting for the Wean Hall elevator version.
The ride up/down the elevator version.
Refresh your job talk from time to time. It s going to
get stale.

With the Department Head (or Dean)

Statistics, financial matters, and procedures.
Find out about
Facts about the place
Evaluation and promotion processes
How faculty are funded for research
Any special research support for junior faculty
Role of junior faculty in getting research money (NSF,
DARPA)
View on collaboration
Teaching load
Computing facilities support: who buys, who maintains
Benefits (health, dental, retirement, tuition exemption, etc.)
With respect to you:
How are hiring decisions made? (So you know when to
expect to hear from someone.)

Post-Interview

Keep in touch with your host or department head.
The chance to write a formal thank you is in the cover letter
when sending back your receipts for a reimbursement check.
Use peoples names.
Don t pester people about status, but don t let too much time go
by. (Show that you re still interested, a live candidate.)
 Reply
#2
wow its really fantastic post, thanks for sharing nice information with us.
 Reply
#3

It is not always easy and quick to be hired. The job interview process can be lengthy. Being interviewed once and getting a job offer is typically a thing of the past. Nowadays, many companies have a process of interviews involved from selection interviews, which often take place over the phone, followed by in-person interviews, second interviews, and even third interviews.


Listen to the interviewer and ask questions.

Your interviewer will explain the situation of a client. Listen carefully and take time to align your thinking. Ask clarifying questions and communicate how you are approaching the opportunity or challenge. Your interviewer can also provide you with additional information and suggestions along the way, so be prepared to take notes.

Do not rush into the analysis without developing an understanding of the problem.

During the discussion, the interviewer will work with you to organize your thoughts and direct you toward a solution. Do not be afraid to ask questions that prove your understanding.

Structure the problem and develop a framework.

Take a moment to think about the case and carefully define the problem that arises. Establish a relevant framework and identify the types of analysis you want to accomplish to reach a solution.
Focus on high impact issues.

Focus on the issues that will create value for your client, but be sure to explain the reasons behind your choices.

Think before you talk.

Take your time to organize your ideas; do not jump to conclusions too fast.

Generate a hypothesis and explore options creatively.

Make suggestions on how to solve the key problems you have identified. The interviewer will look for the same things that a BCG client would expect from working with us, innovation that changes the game and that can create significant and lasting value.

Do not stick to an artificial frame.

Standard frames that you have learned at school or in preparation for your interview may seem relevant, but may not hold up after closer consideration.

Demonstrate business judgment.

Because there is little information available, the interviewer will ask questions about your comments, hypotheses or conclusions to test your ability to apply your business judgment.

Make quick and accurate calculations.

At some point, the interviewer will ask you to do some simple calculations. Instead of testing their computational skills, this is meant to see if they can use numbers to quickly form opinions and guide decisions. Your calculations must be precise and integrated into what you have discovered so far.

Synthesise your thoughts and draw conclusions from your analysis.

At the end of the interview, you should summarize the key assumptions and options you have developed. Then, conclude with your recommended solution for the customer problem.

Do not panic if the answer is not apparent.

Often, there are no right or wrong answers in our interviews, and you are not expected to know everything about business. The purpose of the interview is for us to learn about your approach to solving business problems, so remember to discuss your line of thinking with the interviewer.

Do not defend your solution at all costs.

It is important to stand up for what you believe, but if your interviewer challenges you, consider your perspective carefully before responding or getting defensive.

Be transparent about your thought process.

The interview should be a dialogue between you and the interviewer, so be sure to communicate your underlying logic and assumptions.

Do not circulate cases or use prior knowledge.

We integrate new cases-and new data-often, so we do not assume that a familiar-sounding case, perhaps one discussed by a past candidate, would be best solved by the same approach. Think independently and draw your own conclusions.

Participate with your interviewer and be yourself.

If you find the conversation lively and stimulating, you are likely to enjoy being a BCG consultant.
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