anybody familiar with the capabilities & insight analyst role at mckinsey?it’s a part of pfic/financial services?

what’s the tc breakdown like for the role?
pennies. you serve the whims of the consulting team from the back office. you’re a glorified administrative assistant
They employ a lot of former MBB consultants, so the interviews are similar to what you would expect at MBB, however less structured/more flexible (can be longer, or shorter, cases are not that unified). Obviously, in their cases they focus a lot on financial sector. So, the good approach to prepare for the interview with MA would be just to prepare as you would do for MBB, but to put more focus on financial services/payment cases. As regards personal fit questions, focus on highlighting the same virtues as for the MBB, i.e. leadership, team work, analytical skills, goal orientation, entrepreneruship. it's also important to consider the strengths and weaknesses of your personality / work style. mf credit arms will behave more like banking/pe where you work in deal teams, iterative processes, and driving towards pushing out a collective work product. personalities tend to be much more conformist, clean cut, vanilla professionals that are competent enough but nothing special.
independent hfs have much less structure, although this is obviously a broad generalization. much more likely that you will have people that are somewhat of misfits socially, weird, and have hard edges. Kenny 

Dear Kenny, 


if you come from another MBB firm, you might be considered an experienced hired already after 2 years of working experience. If, as in your case, you come from a completely different industry, you might need slightly more, such as 3-4 years experience. This what happens in average, however, note that there might be differences or exceptions among the different offices.


If you pass the selection as experienced hired, you might start with a "junior" title. For example, at McKinsey you might start as "Junior Associate" which is a non-official position that will last only for a "trial period" of 6 months or similar, before you get officially to the next step, in this case, to "Associate" (that in BCG is call "Consultant").


As a matter of fact, less people join the firm as experienced hire. However, talking with a few colleagues from the HR department, I discovered that there are just fewer applications of this kind and the people come less prepared to the interview (maybe thinking that their experience is enough to guarantee them a spot).


If they like your CV, they like your CV, full stop. They will then suggest you in which position they see you better. Will an MBA increase your chances to get in as an experienced hire? Certainly yes! However, you can also try to apply now and in case you don´t succeed, you apply again after the MBA: 1-2 years will have passed and your CV will look brand new.


I hope I´ve been helpful and made a bit of light on this point. Hi Eugene,


if you are referring to the test for the AC position in London, until the end of last year it was structured in two parts. The first part is related to a personality test. The second is related to logical, numerical and verbal reasoning sections. Logical and numerical are SHL-style, unlike the other parts.


Bain also has a different test in South America, also divided into two parts. The first part is GMAT-style with critical reasoning, data sufficiency and problem solving. The second part is business-case-related with multiple choices, somehow similar to the BCG potential test.


Best,


Francesco a good analyst should look and feel like a good associate - most partners would tell you they would prefer to staff a high performing analyst over an associate most times.

in general associates are tasked with less "raw" analysis [e.g., data cleaning, model creation] and are tasked with the "softer" roles [e.g., interviews, market research, leading client teams]. the best place to be in my opinion is a high performing analyst that can act in a standalone role which bridges the two types of skill sets. if i may be permitted. i have worked in politics for over 30 years, including time as a legislative director and/or press secretary for four members of the house and - via the u. s. commission on security and cooperation in europe - two senators. my credentials and my sins thereby confessed i offer the following - 1) senate majority leader mitch mcconnell. though not an ideas guy, he is a shrewd and effective parliamentary operator who knows the senate rules perhaps as well or better than any senate majority leader in recent memory. temperate and highly effective, he is a superb coalition builder with an exquisite sense of timing. 2) senator john neely kennedy. also not necessarily an ideas guy, though solidly grounded in his principles, kennedy has a rapier wit that he is not afraid to deploy against both sides. an acid tongue, he calls 'em as he sees 'em, and yet somehow manages to maintain - maybe it is the southern accent - an air of civility and reasonableness. 3) senator ben sasse. a former college president, sasse is one of the most intellectual and thoughtful senators. a man who takes ideas seriously and who understands the consequences of ideas. he is the soft-spoken - and frankly much underestimated - intellectual giant of the senate. 4) senator joe manchin. from west virginia, manchin is a temperate thinker and coalition builder. not given to inflammatory language, he seeks balance and compromise. 5) senator dianne feinstein - although lately i must admit her conduct has disappointed, generally feinstein sticks to her principles - which i, more often than not, do not share - but does so in modulated tones and thoughftully. no fire breather, she makes her case soberly and intellectually. (though to add, of late, some of her actions - particularly in recent kavanaugh supreme court confirmation - have not been at her historically high standard.) 6) former representative trey gowdy - actually, not an active politician any longer and is now a fox commentator, gowdy is a former criminal prosecutor and house member. he knows the law better then most know there own name and brings to his thinking a piercing intellect and consistency of principle like few others. he is sorely missed by me in the house. suffice to say, i could go on, but those figures stand out as my, "if you wake me in the middle of the night and ask me out of the blue, these pop to mind" answers. however, my experience in politics is that, contrary to also the populist contempt, most of those who go into politics are intelligent and civic minded, hard working and eager to make the country better and the people they serve happier. like any large group of human beings, they have their foibles, none are perfect and some are downright awful. however, overall, the american public gets better than it appreciates. *any examples are for illustrative purposes only.*  
  
**orientation (hr.01.04.01)**  
the joint commission’s glossary defines orientation as "a process used to provide initial training and information while assessing the competence of clinical staff relative to job responsibilities and the organization’s mission and goals."   
  
orientation may be further described as an introductory program and/or activities intended to guide a person in adjusting to new surroundings, employment, policies/procedures, essential job functions, etc. each organization is responsible for determining when and how long a person is considered to be in orientation.   
  
the requirements found at hr.01.04.01 outline specific topics to be included in an employee’s orientation process and documented. for example, orientation to key safety content that must be completed before staff provides care, treatment, and services often include:
• fire safety and response  
• infection prevention and control  
• emergency response (code blue, rapid response, etc.)  
• active shooter  
• bomb threats  
• personal safety  
• emergency management (internal/external disaster plans)  
• medical equipment failure and reporting process  
• utility system disruptions and reporting process
  
 additional examples may include:
• work schedule  
• employee attendance, time and resource management expectations  
• employee responsibilities in the event of an internal or external disaster  
• managing a patient’s pain  
• sensitivity to cultural diversity  
• patient rights  
• code of conduct expectations  
• infection prevention and control  
• maintaining privacy and security of protected health information; sometimes referred to as hipaa training.
  
**competency (hr.01.06.01)**  
while not formally defined, competency may be described as a combination of observable and measurable knowledge, skills, abilities and personal attributes that constitute an employee’s performance.  the ultimate goal is that the employee can demonstrate the required attributes to deliver safe, quality care.  
  
competency assessment timeframes may vary greatly based on the individual’s entry skill level and the complexity of the task(s) the individual will be required to safely perform.  for example,  demonstrating competency on performing a bedside glucometer test will take less time to achieve than caring for a patient who has just undergone an open heart procedure that involves managing/monitoring complex equipment and highly refined assessment skills.  
   
because of the variability involved in both the number and complexity of competencies an individual must be deemed competent, organizations often give consideration to these factors rather than assigning a finite period of time in which competency must be achieved, however, this would be an organizational decision.  
  
while the joint commission does not define required competencies that must be completed, organizations should consider the following:
• when determining competency requirements, consideration should be given to needs of its patient population, the types of procedures conducted, conditions or diseases treated, and the kinds of equipment it uses. competency assessment then focuses on specific knowledge, technical skills, and abilities required to deliver safe, quality care.  
 
• competency assessments for knowledge and technical skills intrinsic to an individual’s professional education are generally not required. for example:
- administration of oral, im or sub-q medications may be intrinsic to professional education, but the use of a programmable infusion pump for iv administration may be a required competency.  
 
• basic assessment skills, such as heart/lung sounds may be part of education, but assessment skills required to care for patients on a neuro-surgical unit may require advanced competency assessments in evaluating a patient’s neurological status.  
  
• basic infection prevention and control knowledge may be part of education, however, knowledge and skills related to sterile technique, sterilization, and high-level disinfection would be competencies expected of an or nurse, surgical assistants and sterile processing staff.
  
survey activities will focus on the organization’s requirements, compliance with evidence-based guidelines, standards of practice and regulatory requirements. the accreditation requirements that address orientation and competency are found in the human resource (hr) chapter of the accreditation manual. each joint commission-accredited organization has a copy of the manual containing these requirements. hi, are those credentials used to scan devices? are they on the credentials list on the scan settings page? see above - exit opps are there, but i'd be lying if it's easy to get into a hf/pe job from a fof.

so, there are a lot of transferable skills you can develop if you want - for example, if your firm does co-investments, you're still going to have to work closely with the fund on the underwriting, and so you'll get a lot of exposure that way. alphacompounder: 
1. this can be an extremely long answer. i'll keep it short - the opportunity for exposure, meet and work with brilliant minds, put my analytical and logical skills to right use, $ increment from a big4 role.
2. over the years, the team members (10+ years each) have built solid connections in the industry. networking events (eg. superreturn)+ leveraging our personal connects to stay in touch with these gps. we also use databases (eg.