There were several different key decision points used by SG Cowen in making hiring decisions on each stage of recruiting process. During the informational interview, team captains assigned to each schools weren’t particularly evaluating possible candidate. However, it did served two purposes:
- To gauge some candidates are more serious and enthusiastic than others
- To give candidates chance to learn more about the firm and industry before the interview that they will be evaluated.
During on-campus rounds, recruiting bankers really started evaluating different aspects of the candidates:
- Team captains looked for candidates who are more eager.
- Used younger first-year bankers to evaluate the basic skills of the candidates.
- Tested for cultural fit in the company. Test cultural fit could be something as simple as asking about how comfortable one is about relocation.
Super Saturday is when the interviewers looked for more key decision points. These includes:
- Is the candidate attracted to SG Cowen and want to work here?
- Is the candidate who love technology and emerging growth of the firm?
- Do the candidate like working in the industry? Even if they are good at investment banking, it was very important that they are willing to work in the industry passionately.
- Is the candidate a self-starter?
- Is the candidate versatile enough to fit into the culture of SG Cowen?
I would evaluate overall recruitment process as effective. And there were many positive aspects to their hiring process.
- Each interviewers were responsible for their candidate’s quality. If had the interviewer brought to Super Saturday a lower quality candidate, it would’ve reflected badly on their ability and image. Therefore, each interviewers were intrinsically motivated to find the best candidate possible to bring to Super Saturday.
- The process of recruitment is very standardized. It is designed to select high quality candidates, and interviewers