Mercer's human resources consulting face; My interviews and group cases

Mercer's human resources consulting face; Mercer human resources consulting company my interview and group case Mercer interview; My interviews and group cases

written examination

The written test is actually not a SHL topic, but a quantitative topic similar to GRE, but it is more difficult and the time is tight. It takes about 20 minutes to do 40 questions, all of which are multiple-choice questions in English. Some questions are longer and require a certain reading speed. I just finished it all, and many people have no time to do it, but as long as the accuracy is high, it doesn't matter if I haven't finished it. In fact, the key to this kind of questions is speed, including the speed of reading questions, the speed of reading options, the speed of excluding options, the speed of guessing answers, the speed of quick calculation and so on. Many problems can be done faster by changing our thinking. For example, a large cube consisting of 65,438+0,000 small cubes can be calculated by similarity, which can be much faster.

group discussion

Because I was not in Shanghai at the scheduled GD time, I went to a round of interviews similar to Pretalk in advance. Perhaps the main purpose of GD is to look at oral English and communication skills. Two people gave me a market value question, which is basically quite simple. Then I asked some questions on my resume and introduced me the basic situation of their company.

first inning

This is a traditional case-interviewing two consultants all over the UK.

But Mercer likes to use charts to give some data and information, which requires some calculation and analysis. The first case is about a new vehicle detection system, saying that there is a C-test that can replace the traditional H-test. Its advantages are safety and energy saving, faster speed, and its disadvantages are more expensive. I asked whether we should consider replacing H-test with C-test, and if so, how many such systems should be introduced in the next five years.

I basically look at it from the perspective of cost and benefit. One is how much energy is saved by using C-test every year, and how much loss will be caused by the insecurity of the original H-test every year. Add the two and calculate the income. According to the running speed and service life of C-test and H-test, if two different systems are used, the annual cost will be different, but it also involves a market size problem. The interviewer will give a lot of information about market segments, and the replacement rate of the new system can only be known after careful calculation. Therefore, the calculated actual income minus the cost is negative. When asked whether to replace it, I hesitated and felt that there should be other factors to consider. For example, some hidden benefits brought by environmental protection and so on. In addition, the use of this system can actually bring other income, similar to supplementary products, which I did not expect.

The second case is about a club similar to Bertelsmann, but selling CDs. The market price and membership price of CD are given, and some important membership rules need to draw some charts. For example, it is necessary to estimate how the number of CDs purchased by members will change, and how long members generally maintain their membership. It is easier to do it according to the known conditions, and the interviewer will give many hints. Then I asked a question about whether the price change and the sales volume change are cost-effective. Price elasticity is easy to compare with 1, but it seems easy to make mistakes, because we should consider the cost, not only to enlarge the income, but also to enlarge the profit.

Second round (final)

Throughout Britain, it is also a tradition to watch case interviews between two consultants.

The first case is about the printer. The problem is that the cost of the printer is higher than the selling price. What makes money? Actually the answer is ink. But the problem is that if customers don't buy your ink, your printer won't sell. Then why can you make money abroad and not at home? Think about it. What keeps customers from buying your ink? Do they use up the ink they sent, or buy other people's ink? In fact, if you think about it, there are many possibilities that can be verified one by one.

The second is about a logistics company that wants to deliver a product in a region and asks how many cars it needs. There is little information, so there are many assumptions to be made, but if there are many assumptions, many assumptions will be problematic. It seems that this topic can only rely on gutfeeling and experience. I feel that this case is rather difficult.

Mercer management consulting company

written examination

The written test is actually not a SHL topic, but a quantitative topic similar to GRE, but it is more difficult and the time is tight. It takes about 20 minutes to do 40 questions, all of which are multiple-choice questions in English. Some questions are longer and require a certain reading speed. I just finished it all, and many people have no time to do it, but as long as the accuracy is high, it doesn't matter if I haven't finished it. In fact, the key to this kind of questions is speed, including the speed of reading questions, the speed of reading options, the speed of excluding options, the speed of guessing answers, the speed of quick calculation and so on. Many problems can be done faster by changing our thinking. For example, a large cube consisting of 65,438+0,000 small cubes can be calculated by similarity, which can be much faster.

group discussion

Because I was not in Shanghai at the scheduled GD time, I went to a round of interviews similar to Pretalk in advance. Perhaps the main purpose of GD is to look at oral English and communication skills. Two people gave me a market value question, which is basically quite simple. Then I asked some questions on my resume and introduced me the basic situation of their company.

first inning

This is a traditional case-interviewing two consultants all over the UK.

But Mercer likes to use charts to give some data and information, which requires some calculation and analysis. The first case is about a new vehicle detection system, saying that there is a C-test that can replace the traditional H-test. Its advantages are safety and energy saving, faster speed, and its disadvantages are more expensive. I asked whether we should consider replacing H-test with C-test, and if so, how many such systems should be introduced in the next five years.

I basically look at it from the perspective of cost and benefit. One is how much energy is saved by using C-test every year, and how much loss will be caused by the insecurity of the original H-test every year. Add the two and calculate the income. From the running speed and service life of C-test and H-test, it is calculated how much the annual cost will differ if two different systems are used, but it also involves a market scale problem. The interviewer will give a lot of information about market segments, and the replacement rate of the new system will be known after careful calculation. Therefore, the calculated actual income minus the cost is negative. When asked whether to replace it, I hesitated and felt that there should be other factors to consider. For example, some hidden benefits brought by environmental protection and so on. In addition, the use of this system can actually bring other income, similar to supplementary products, which I did not expect.

The second case is about a club similar to Bertelsmann, but selling CDs. The market price and membership price of CD are given, and some important membership rules need to draw some charts. For example, it is necessary to estimate how the number of CDs purchased by members will change, and how long members generally maintain their membership. It is easier to do it according to the known conditions, and the interviewer will give many hints. Then I asked a question about whether the price change and the sales volume change are cost-effective. Price elasticity is easy to compare with 1, but it seems easy to make mistakes, because we should consider the cost, not only to enlarge the income, but also to enlarge the profit.

Second round (final)

Throughout Britain, it is also a tradition to watch case interviews between two consultants.

The first case is about the printer. The problem is that the cost of the printer is higher than the selling price. What makes money? Actually the answer is ink. But the problem is that if customers don't buy your ink, your printer won't sell. Then why can you make money abroad and not at home? Think about it. What keeps customers from buying your ink? Do they use up the ink they sent, or buy other people's ink? In fact, if you think about it, there are many possibilities that can be verified one by one.

The second is about a logistics company that wants to deliver a product in a region and asks how many cars it needs. There is little information, so we have to make many assumptions, but if there are many assumptions, many assumptions will be problematic. It seems that this topic can only be based on intuition and experience. I feel that this case is rather difficult.

[HR]

Mercer Human Resource Consulting Company is the largest human resource management consulting company in the world, with more than 65,438+080 cities in 42 countries and regions around the world with more than 65,438+05,000 employees and customers. In the Asia-Pacific region, Mercer Consulting has 365,438+0 offices covering 65,438+03 markets and more than 2,000 employees. The company is Marsh &; A wholly-owned subsidiary of Maclennan Company, which is listed on the new york, Chicago and London stock exchanges (stock code: MMC).

Mercer Consulting 1995 entered China. At present, there are eight branches in Beijing, Shanghai, Guangzhou, Shenzhen, Nanjing, Dalian, Hongkong and Taiwan Province Province, with more than 350 consultants. Mercer applies the concepts and methods of international human resource management and combines the national conditions of China to provide customized human resource solutions for customers. There are more than 3,000 large foreign, state-owned and private enterprise customers in China.

Mercer Human Resources Consulting Co., Ltd. is a global leader in human resources and related financial consulting and services, with more than15,000 employees, serving customers in more than 180 cities and 42 countries and regions around the world. In the Asia-Pacific region, we have more than 2,000 employees in 3 1 offices in 3 countries and regions. The company is a wholly-owned subsidiary of Marsh. Maclennan Company, whose shares are listed on new york, Chicago and London Stock Exchanges (stock code: MMC). For more information, please visit mercerHR.com.

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