OFFICE OF CAREER SERVICES
INTERVIEWS – CASE INTERVIEWING TIPS
FOR MANAGEMENT CONSULTING
What is a case interview?
Case interviews are used by management consulting firms to measure your ability to deal creatively with
complex and ambiguous business problems and determine how you employ structured thinking to reach logical
and intelligent conclusions. Firms want to know how you identify, organize, and approach problems.
Why do firms use case interviews as part of their hiring process?
Case interviews allow you to demonstrate your skills as they relate to a career in management consulting. The
case study allows consistent evaluation of candidates, as it does not favor any particular background or
educational experience. The case interview allows the firm to see how you think about business problems and
if you are able to reach a well-supported and logical conclusion. The case interview also allows the firm to assess
your ability to attack a problem with a logical structure and an intelligent approach.
Finally, the case interview also measures your communication skills and may be used as an indicator to
demonstrate how you will be perceived by clients. Practicing with friends and colleagues is ideal as is practicing
early. If you are unfamiliar with the case interview, begin preparing when you decide to interview with
management consulting firms. View the case interview as an opportunity to show off your skills, as they relate
to the type of support the firm delivers to clients.
Case interview tips:
o
Practice. There are many resources to help you practice case interviews. See Additional Resources
section for a list of practice materials offered by OCS.
o
Listen to the case problem carefully. Take careful notes, ask questions, and be sure you answer
the question(s) that are being asked by the interviewer. Before you begin analyzing the case, it is
critical to first paraphrase the question to the interviewer to confirm your understanding of the
problem and case objectives.
o
Begin by setting a plan. If you need a minute or two to collect your thoughts, do so. You should
also think of three to five sub-questions that you need to ask before you can address the overall
problem.
o
Create a framework. This will guide you through your thought process and help keep you on track.
Remember to keep a broad framework so that you don’t hit a dead end.
o
Stay organized. When discussing a specific point, keep in mind the reason you are discussing it
and how it fits into your initial framework.
o
Think out loud. Communicate your train of thought clearly. Even if you have considered, but
rejected, some alternatives, tell the interviewer what they were and why you rejected them. The
interviewer is looking as much for evidence of a logical thought process as for a solution to the case.
OFFICE OF CAREER SERVICES
o
Ask for additional information as you go. The case interview is meant to be interactive, so feel free
to seek out applicable data. Be sure the information is pertinent and the interviewer knows why you
might consider it.
INTERVIEW TYPES
Screening Interview: The screening interview does just that—screen out candidates whose qualifications
o meet
Listenthe
carefully
to the interviewer.
Information
given byconducted
an interviewer
during the
case interview
don’t
job specifications.
The first interview
is typically
by a human
resources
might
be
given
to
help
you
along
a
path.
Listen
carefully
and
follow
the
interviewer’s
lead,
professional and will probably focus more on your resume and qualifications than anything else. especially
in times
where you
Screening
interviews
mayare
be stuck.
conducted in person, by telephone, or by video conferencing (see Telephone
Interview and Video or Skype Interview sections).
o Don’t focus on “nailing the case.” It is far more important that you demonstrate a logical thought
process and structured analysis than to simply arrive at a case solution.
 Articulate your skills and what you accomplished at each previous job experience.
o Use your business experience and common sense. Your experience and insight are key items to
Second
Interview:
Second
roundyour
interviews
are often
moreinterview.
difficult toBe
prepare
for
their purpose
help
you logically
navigate
way through
the case
mindful
ofbecause
the resources
required
is more
subtle—to
determine
which
candidates
will
best
"fit"
with
the
company.
Second
interviews
may
for the solution you are suggesting.
be comprised of behavioral and competency-based questions (see Behavioral Interview and Competencyo Establish
with the interviewer.
based
Interview rapport
sections).
o

Relax
and enjoy.
You
think of the interviewer as your collaborator in this exercise. Pretend
Ask
questions
about
theshould
work environment.
this is
a real
client
that you need
toand
explore
and solve. Use your personal arsenal of skills
This
stage
may
alsosituation
include reference
checks
testing.
and experience to help you along the way.
Case Study Interview: Consulting firms and certain financial institutions may include a case study or
word problem based on a real-life or simulated consulting situation as part of their interview process. In
Common
mistakes:
this instance,
the interviewer will present you with a case study and ask how you would approach and
solve the dilemma at hand. The interviewer is simply trying to determine your analytical abilities through
o interview
Not understanding
the
original
question. Heading down the wrong path or deviating from the
this
method, so try
not
to get flustered!
original question posed in the case.

o

You can usually ask relevant questions in your efforts.
Proceeding with the case in a random manner. Failing to identify the major points that need to be
There are a number of online and hardcopy resources available through the Office of Career
addressed, or simply dancing from one issue to another without outlining the approach.
Services to help you prepare for these types of interviews.
 It is also imperative to be part of a student study group and practice together since these interviews
o Asking too many questions. While it is important to ask vital questions to approach the problem,
are very demanding.
asking superfluous questions without letting the interviewer know the reason for such questions
should be avoided.
Behavioral Interview: In these interviews, the interviewer will ask you to talk about a real situation you’ve
encountered and your response to that situation. A sample question could include, “Tell me of an
o Failing to present a clear point of view. It is common to run out of time. Be sure to emphasize a
incident
when
you failed,”
instead
of a hypothetical
question such as “How you would handle a mistake or
point
of view
based on
your ending
point.
failure?” The employer assumes this will be a good indicator of how you would handle situations in the
future.
o Not asking for help. If you get stuck, ask for help. This is an interactive experience. Asking for help

in tough spots might just get you to an effective conclusion. Additionally, this will demonstrate that
Stay
calm
and answer
as won’t
completely
as you
can, problems
using the SAR
formula as your guide:
you are
willing
to workthe
on question
a team and
attempt
to solve
by yourself.
o S – What was the situation or problem that you were presented with?
o A – What action did you take? (Specifically highlight the skills used.)
o R – What were the results of your actions? (Be specific and quantify results when
possible.)
Before the interview: practice, practice, practice!
OFFICE OF CAREER SERVICES
Preparation
o Know the firm
o Know your resume
o Know the consulting industry
o Be able to clearly articulate your interest in consulting
o ReadInterview:
the newspapers
Screening
The screening interview does just that—screen out candidates whose qualifications
don’t meet the job specifications. The first interview is typically conducted by a human resources
professional
Enthusiasmand will probably focus more on your resume and qualifications than anything else.
Screening
interviews
may be shows
conducted
in person,
telephone, or by video conferencing (see Telephone
o Enthusiasm
in practice
through
in the by
interview
Interview and Video or Skype Interview sections).
Confidence
o Practice will increase your comfort level in the interview
 Articulate your skills and what you accomplished at each previous job experience.
o Practice will improve your ability to think under pressure
INTERVIEW TYPES
Second Interview: Second round interviews are often more difficult to prepare for because their purpose
is more subtle—to determine which candidates will best "fit" with the company. Second interviews may
Additional Resources at OCS
be comprised of behavioral and competency-based questions (see Behavioral Interview and Competency*Resources are available online through the OCS Resources page and/or in hardcopy in the OCS
based Interview sections).
office.
 Ask questions about the work environment.
o Case in Point Complete Case Interview Preparation (hardcopy)
 This stage may also include reference checks and testing.
o Vault Guide to the Case Interview (online and hardcopy)
o Study
Vault Case
Interview
Practicefirms
Guides
and 2 (online)
Case
Interview:
Consulting
and1 certain
financial institutions may include a case study or
o
WetFeet
“Ace
Your
Case”
Series:
word problem based on a real-life or simulated consulting situation as part of their interview process. In
 the
Consulting
Interviews
(online
and
hardcopy)
this instance,
interviewer
will present
you
with
a case study and ask how you would approach and
 Mastering
theThe
Caseinterviewer
Interview (online
and
hardcopy)
solve the dilemma
at hand.
is simply
trying
to determine your analytical abilities through
this interview
method, so tryQuestions
not to get (online
flustered!
 Market-Sizing
and hardcopy)
 Business Strategy Questions (online)
 YoucanBusiness
usually ask
relevant questions
your efforts.
Operations
Questionsin(online)
o There
areCasebook:
a number of
online and
hardcopy resources available through the Office of Career
Wharton
2005-2006
Edition
Services to help you prepare for these types of interviews.
o “Get Off My Case!”: Consulting Club Interview Prep Guide – 2001-2002
 It is also imperative to be part of a student study group and practice together since these interviews
o are
Thevery
Harvard
Business School Guide to Careers in Management Consulting
demanding.
o Management Consulting: A Complete Guide to the Industry
o “CrackInterview:
the Case”In
workshops
Behavioral
these interviews, the interviewer will ask you to talk about a real situation you’ve
encountered and your response to that situation. A sample question could include, “Tell me of an
incident when you failed,” instead of a hypothetical question such as “How you would handle a mistake or
failure?” The employer assumes this will be a good indicator of how you would handle situations in the
future.

Stay calm and answer the question as completely as you can, using the SAR formula as your guide:
o S – What was the situation or problem that you were presented with?
o A – What action did you take? (Specifically highlight the skills used.)
o R – What were the results of your actions? (Be specific and quantify results when
possible.)
Cases give you the opportunity to demonstrate four critical skills:
 Listen as the case
is given to you and
take notes
 Be sure you know
what the actual
question/problem
is
 Confirm that you
clearly understand
the case by
repeating relevant
information to the
interviewer
 Listen carefully and
remember that the case
should be a conversation,
not a monologue
 Speak clearly and concisely
 Support and defend your
points
 Don’t get flustered; even if
you get off on the wrong
foot, you can still come
back with a strong ending
 Be sure to listen to your
interviewer—they
may
offer you clues to try to
help out
 Figure out
which facts you
have and which
ones you don’t
 Ask clarifying
questions
 Determine your
response
structure up
front
 Perform the
appropriate
calculations/
analysis
Use of a Framework


Use a framework as a
checklist of areas to
investigate within
the case
A framework is a
tool, not the solution
 Be sure your
interviewer can
follow your logic
 Think out loud so
the interviewer
hears your analysis
 Build a sequence to
your solution that
addresses the key
questions/issues
 Cover as much
ground as you can,
realizing you
probably can’t
cover everything
in 30 minutes
Updated 8/16
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212-854-4613 | Fax 212-854-6190 | [email protected] | sipa.columbia.edu/ocs