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4、 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).
5、 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
6、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
7、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 evolv
8、es. 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 refres
9、h 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 m
10、aintaining 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
11、 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 a
12、s 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 pos
13、sible 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 campuse
14、s 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
15、 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 ce
