CaseInterview.com
MAY 31, 2022
It means you recruited well. Your job is to go broad (and just deep enough) to understand how to coordinate across these different areas (and to make tradeoff decisions across these areas when needed). The inexperienced manager who stays inexperienced says, “I don’t know, and therefore, I don’t know how to make the right decision.”
Harvard Business
FEBRUARY 2, 2017
The TV reality series Undercover Boss , in which the head of a business masquerades as a new employee, is one (extreme) example of how to learn what is really happening on the ground. But there are other, less dramatic techniques, too. They also can conduct town halls, where employees ask questions and engage in conversations.
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Management Consulted
FEBRUARY 15, 2015
FTI expanded into investigation and research capabilities as well as turnaround, restructuring, bankruptcy and forensic accounting with the moves. Restructuring/Turnaround Services. FTI’s Summer Internship program has met with great success for the company and is fast becoming their main source for full-time recruitment.
Management Consulted
DECEMBER 16, 2008
Finally, you have constant client interaction which develops “client skills” – from managing client teams to running meetings to learning how to navigate different corporate environments. This expertise may be as broad as “operations turnaround” and as specific as “benchmarking for insurance companies.”
Management Consulted
MARCH 29, 2015
And how was the actual recruitment process for you? How long did it take before you started to feel settled in? How to get pages made, how to get research done, how much I was producing a day, etc. It’s rapid deadlines and very quick turnarounds. Were you expecting to get hired?
Harvard Business
MAY 4, 2016
But for the most part, recruiters aren’t calling. How are those organizations better because of you? How to Get the Most Out of an Informational Interview. You’ll show how you’d improve their organizations, based on what you’ve done in the past. You know the standard advice. Career Transitions.
Harvard Business
OCTOBER 17, 2016
Two of your most senior managers never do a lick of work—and are only on the payroll to keep competitors from recruiting them. They must deliver on tight timelines, quick turnarounds and short project cycles. But what surprised us was that few of them had ever been trained or coached on how to deal with them.
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