A global management consulting company at IIT Delhi hiring B.Techs for Associate role in General Analytics. Company started by professors some 25 years back from one of world's top B-schools. Company known for rigorous interview and selection process, 5 or 6 rounds of tests, case studies and many interview rounds by managers and partners. Selection ration is 1 out of 75 or 100 after resume shortlisting, from written test to final offer. They do not compromise on quality so no deviations allowed in the sacrosanct selection process. Interview starts for candidates who had cleared written test! A truly written test, where you have to write answers for questions in English, Maths, Logical reasoning and personal/professional ethics.
Interview starts early morning and soon within an hour or so, placement coordinators inform this panel that a competitor is interviewing the same candidates you have shortlisted in the other room and they are offering fast! Oh my God! We do not want to lose out! This company decides to scuttle process and even decides to skip several rounds and not only that, it hurries through the case interview process, which takes 1 hour or longer time to evaluate. Asks interviewers to make promises of offer when they do well in initial case rounds in early 20 min and send them directly to final/partner round.
Question is: What happened to your no compromise on quality, No deviation in selection process, no offer in hurry and offer after wrap-up round-table talks?
If such companies make such big compromises so quickly, what would that reflect on their written test papers questions on personal/professional ethics? What happens to their Global Hiring Standards? What answers they have for the guys at other IITs, who they took for 7 rounds over 2 days? What message will IIT get and will transmit to other IITs about this company following different standards and processes at different IITs?
Same company goes to ISB for Consultant selection as day-1 company on campus. Remember, out of nearly 400 resumes, 35 were shortlisted for interview process on campus. Company reaches campus and starts selection process, not aware that Other Indian large Industrial houses and IT Services Major are also interviewing on campus the same time. Starts the process, gives 100 pager case study to students to solve and prepare for discussion with interviewer. Some 3 or 4 candidates who had turned up out of 30 shortlisted at the assigned time, 2 ran away from the test room, where they were explained case and given materials to read. Company starts interviewing some good candidates and likes some experienced and senior ones and finds that their expectations are much higher than what this company had announced to students as their offer. Still Partners try hard convincing these stellar folks but in vain. Their Deferred Compensation as part of offer did not make a pull rather some candidates rejected that part of money saying, it was not their money as it comes in breaks and starts too late. Company finally offers the regular lot and returns back. Lesson learnt: 1. Know what you can hire and what you cannot. 2. Behave in Rome has Romans do. 3. Hiring from a fish market is like taking too much risks!4. Know what will be pitch condition before you go for toss. At ISB on teh day this company was interviewing in 1 room, Relianec was interviewing in 24 rooms and Cognizant in 12 rooms and process that they followed was just interviews and not the lengthy case studies.
Interview starts early morning and soon within an hour or so, placement coordinators inform this panel that a competitor is interviewing the same candidates you have shortlisted in the other room and they are offering fast! Oh my God! We do not want to lose out! This company decides to scuttle process and even decides to skip several rounds and not only that, it hurries through the case interview process, which takes 1 hour or longer time to evaluate. Asks interviewers to make promises of offer when they do well in initial case rounds in early 20 min and send them directly to final/partner round.
Question is: What happened to your no compromise on quality, No deviation in selection process, no offer in hurry and offer after wrap-up round-table talks?
If such companies make such big compromises so quickly, what would that reflect on their written test papers questions on personal/professional ethics? What happens to their Global Hiring Standards? What answers they have for the guys at other IITs, who they took for 7 rounds over 2 days? What message will IIT get and will transmit to other IITs about this company following different standards and processes at different IITs?
Same company goes to ISB for Consultant selection as day-1 company on campus. Remember, out of nearly 400 resumes, 35 were shortlisted for interview process on campus. Company reaches campus and starts selection process, not aware that Other Indian large Industrial houses and IT Services Major are also interviewing on campus the same time. Starts the process, gives 100 pager case study to students to solve and prepare for discussion with interviewer. Some 3 or 4 candidates who had turned up out of 30 shortlisted at the assigned time, 2 ran away from the test room, where they were explained case and given materials to read. Company starts interviewing some good candidates and likes some experienced and senior ones and finds that their expectations are much higher than what this company had announced to students as their offer. Still Partners try hard convincing these stellar folks but in vain. Their Deferred Compensation as part of offer did not make a pull rather some candidates rejected that part of money saying, it was not their money as it comes in breaks and starts too late. Company finally offers the regular lot and returns back. Lesson learnt: 1. Know what you can hire and what you cannot. 2. Behave in Rome has Romans do. 3. Hiring from a fish market is like taking too much risks!4. Know what will be pitch condition before you go for toss. At ISB on teh day this company was interviewing in 1 room, Relianec was interviewing in 24 rooms and Cognizant in 12 rooms and process that they followed was just interviews and not the lengthy case studies.
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