[英語學習]麥肯錫招聘面試案例分析樣題和答案-全文預覽
【正文】 es 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 (., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)? Helpful Tip We would not expect anyone to e 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 5 The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (., 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 doesn39。s 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 anization have at its disposal to achieve its growth goal? A: Some possible levers are given below. It39。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 online case study at once. The case Question 1 Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expended Our client recruits graduating college seniors for entrylevel 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 e from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.) The client39。ve outlined two avenues of analysis: ? Estimate the hiring potential across schools ? Analyze the number of hires by school over the last several years ? Develop a prehensive list of schools that meet our requirements and a minimum set of standards for recruits ? Survey seniors at these schools to determine interest in an entrylevel position with the client ? Consider the size of the graduating class at each school, determine how that class might be segmented (., each class could be
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