IIM BANGALORE

Case analysis :
SG Cowen – New Recruits
In partial fulfillment of the course on Managing People and
Performance in Organizations

Submitted to: Prof. Ravi Kumar

12/3/2012

Submitted by –
Harsha Jyoti Malviya (1211343)
Ishan Vishnoi (1211346)
Karthik P (1211347)
Kavya Gollavilli (1211349)
Koneti Nishitha (1211350)
Rajani Ch(1211368)
Ritesh Yarlagadda (1211372)
S.Sairam(1211376)
Soumya Basu (1211385)
Introduction
SG Cowen is a financial industries firm based in the United States. The firm is looking to recruit for
its Associate program. The case outlines the methods, process and decision criteria that the
company uses to arrive at the final decision. We have studied and assessed these processes, criteria
using the models from the course book and material and have suggested improvements wherever
possible. We have also designed a linear model that will allow the firm to standardize and quantify
the various criteria it uses in its hiring decision. Using this linear model, we have assessed 4
candidates that the firm is looking to hire and pinned down the 2 most eligible candidates

Situational analysis - The hiring process and decision points at each stage
The hiring process for new associates used to begin in the fall. The company would make
presentations in the core schools, but resumes from non-core schools would also be accepted. The
presentations focussed on educating the students about the company and the advantages of being
a part of S G Cowen. The process after that can be broken up into three stages. Each of these stages
helped the company make a decision about the candidate and is a key decision point for the firm.
Different parameters were looked at different stages. The three stages and the decision points in
each are as follows:
Stage 1 - Informational interviews
After the campus presentations, interested students were invited to visit the S G Cowen office and
interact with the bankers there. Though this process was not evaluative, some amount of insight
about the candidate could be gathered in this stage. Some decision points that were involved in this
stage were:
 Is the candidate interested in the company? - Chip Rae believed that this stage helped in self
selecting students who were actually interested in the firm. He believed that the students who
wanted to be more prepared for the first round interviews will take the effort and visiting the
office.
 Is the candidate a self starter? - S G Cowen was a boutique firm and had an entrepreneurial
culture. Most of the associates were given responsibilities and decision making power right from
the start. Due to this, it was believed that if a student went the extra mile to know more about
the company, he would fit well in the culture of the firm. That is why having a background as an
entrepreneur helps the case of the candidate.
Stage 2 - On campus round
In the on-campus round, interviews were done to screen the candidates for the “Super Saturday”.
These interviews were conducted by the associates or senior associates from the firm. This was
because Rae believed that the senior employees should be involved in the final interviews and on
closing offers. It was also believed that the associates and senior associates will be more in tune
with the requirements of the job and will be more rigorous in assessing the skills. There were two
rounds of interview conducted and finally 3 candidates were shortlisted from the school.
Some decision points which are considered in this stage are:
 Does the candidate have the required skill set for the job? - The associates and the senior
associates tested if the candidate was competent enough to be a part of S G Cowen. As the
banking sector required specific skills, this was an important criterion.
 Is there a cultural fit between the candidate and the company? - Chip Rae believed that
having a cultural fit was more important than a person who lacked a bit in the skills. The
cultural fit included things like if the person will be able to devote the long hours, to forego a
social life and be able to adjust to a new location.
Stage 3 - Super Saturday
The 30 students who were shortlisted in the on campus round were invited to the S G Cowen office
for the final interviews. These interviews were conducted by the senior employees of S G Cowen.
Each candidate had to go through five interviews and each interview lasted for almost half an hour.
The major decision points which were considered while evaluating a candidate were as follows:
 Do they demonstrate a pattern of success in their past life? - Schoenberg believed that what
a candidate has done in the past did not matter much in choosing the ideal candidate. It was
very possible that a person had a different career choice before, but he excelled in whatever
he did. Such a candidate proved to be a good candidate.
 Will they really love working at S G Cowen? - Fennebresque, the CEO of the company,
believed that it was essential for a person to like what he is doing in his job. A person might
be good at something, but if he doesn’t like it, then there is no point in him doing the job.
 Are they interested in technology and emerging markets? - S G Cowen was a boutique firm
which focussed on technology and emerging markets. So a candidate which had an interest
in these areas proved to be an asset.
 Will they be committed to the firm and be loyal to the firm? - In the banking industry, the
company used to have high turnovers as many employees used to shift to a different firm.
So, it was essential to have people who were loyal to the firm.
 Do they have good interpersonal skills? - The work required the employees to interact with
clients who were looking for a person with energy and enthusiasm. Thus, interpersonal skills
became an essential job requirement.
 Will they be good team players? - The life of an associate was strenuous as he had to spend
long hours at work. Most of the deals were the result of team activity and so, good team
players were needed.
 Are they mature in their judgements? - Since most of the decisions taken at S G Cowen
involved a lot of risk and responsibility, the candidates were expected to show maturity in
their judgements
 Are they technically sound? - In the banking industry, it was very essential to have knowledge
of core finance concepts. Most of the decisions taken were based on analysing financial data
and making specific models. Hence, the candidates needed to have strong technical skills.
 Are they flexible and versatile? - Due to the inherent uncertainties of the job, the candidates
were required to be flexible and versatile
Other decision points
Apart from the decisions relating to the hiring of the candidate, a few other decisions were also
taken, especially at the planning stage:
 Which schools should be targeted as core schools?
 How many positions are available to be filled?
 How many of the positions need to be filled from summer interns, promotions and college
hires?
 How many rounds of interviews should be done?
 Who all will the interviewers be?

These questions were mostly related to the planning stage and had to be decided before the start of
the recruitment process.

Evaluation of the process used by S G Cowen

Different components of the hiring process have been evaluated in the following manner:

Talent Pool from which candidates are hired

SG Cowen hires three kinds of candidates for Associate positions:
1. Analysts who have completed three years at the firm and do not have any business school
education.
2. Summer interns with the firm
3. New outside hires from business schools

We believe that this is a wide talent pool and gives SG Cowen the opportunity to select the best
candidates for the associate position. Hiring from analysts makes the recruitment process easier
because these candidates have been with the firm with three years. They have a better
understanding about the firm and have proven their cultural fit.

Informal Interviews
SG Cowen used informal interviews to gauge the interest of students in their firm. Each core school
had Team Captains who would usually be the alumni of these schools and were responsible for
interaction with the candidates. This was extremely beneficial as it gave the students a chance to
learn about the banking industry. However, students at non core business schools did not have such
an option and had to approach bankers themselves for conducting these interviews. This process
was difficult and cumbersome as usually the bankers would have extremely busy schedules. As
described by Schoenberg, SG Cowen was not very receptive to the people from non core business
schools. The process of informal interviews might thus create an undue advantage to people from
core business schools.

Also, the team captains are not human resource professionals and thus may end up testing only
skills and not personality. This might lead to bias creeping in the process as the team captains might
be selecting candidates on few characteristics and thus stereotyping the candidates. The
involvement in recruiting activities was taken into consideration in the performance reviews which
decided year-end bonuses. This might be an insufficient motivation for the team captains.

On Campus Round
Two rounds were conducted in campus. The first round was usually conducted by associates or
senior associates. Candidates were also tested for cultural fit in these interviews. This helped to
select candidates who would be able to work efficiently and satisfactorily in the organisation. At the
end of the first round interviews, the two or three people who were interviewing candidates
discussed their observations about the candidates and compared their notes about the different
candidates. They had a fixed number of candidates to be chosen after this round, ie, 6. The focus of
interviewers was to quickly conduct a second round so that they could be conducted on the same
night for the 6 shortlisted candidates. Ideally they should allow time between the two so that the
candidates are relaxed and at ease to give their best. Also, having a fixed number of students whom
they want to forward to the next round might result in losing out good candidates or selecting not
so good candidates.

Super Saturday - post lunch process - collective decision making

The collective decision making process lacks a proper structure. The process is more qualitative than
quantitative. The process relies on the recruiting skills of the bankers who are more suitable to
evaluate the job talent of the candidates which forms only a part of the objective of recruitment
process. One managing director gets turned off by the “salesy” nature of the candidate while
another feels that he is eager to contribute and has a great attitude. When there is disagreement on
candidates, it is observed that the interviewers on both sides have strong positive or negative
opinions about the candidate in question. Thus, there is a deadlock in the process.

We see the following problems with the group decision making process:
 Escalation of Commitment for the interviewers
The 5 interviewers who have interviewed the candidate are made to commit to a Yes, No,
Maybe before the start of the interview process. So when they present their views about the
candidate to the group, they are representing the candidate whom they have said ‘Yes’ and
have already taken a position. Thus, they will try their best to protect that position. There is
very little chance that this opinion might change even after discussion. Also, when
interviewers are forced to take a position, there is more chance of the final decision being
more of a political decision than being a scientific decision as co-bankers in the group are
more likely to vote for the candidate who has been approved by someone they like and vice-
versa
 Groupthink
In the Super Saturday meeting, the 5 interviewers are made to commit to a ‘Yes’ or a ‘No’
about the candidate she/he has interviewed. During the post-lunch discussion process,
where the final call is taken on the candidate, there is very high probability for the rest of the
group to be biased by the number of yeses and no’s and might go with the majority due to
 conformity pressures. Say, a particular candidate has got 5 yeses a 1 no from his/her
interviewers. There is absolutely minimal chance that the rest of the group will even take
interest in discussing the candidate and might just want to get to the next candidate.

To overcome the above problem, we feel that they can make use of the nominal group technique.
In this method, the group can follow the following process.
 When a candidate’s name comes up for discussion, the 5 members present their views of
the candidate on various parameters using examples from the interview. Some might be
positive and some might be negative
 The remaining members of the group then ask for clarifications on the views expressed by
the interviewers to make sure they have understood them correctly
 There shall be no rebuttal of the views made by the interviewers or any one-on-one
discussions
 After this period, there shall be a silent period and the different members of the group shall
vote Yes or No for the candidates.

Chip Rae will collect the votes and the results shall not be announced immediately but shall be
withheld till discussions on all 30 candidates are completed. At the end of all the discussions, the
candidates will be ranked according to the number of yeses they have received and the top 20 shall
be given the offers.

Some additional features that can be added are:

 Instead of the 5 interviewers presenting their views within the group, Chip Rae can himself
present the views without revealing the names of the interviewers. This will reduce the
chance of other members of the group being biased by the source of the feedback (boss,
subordinate, same team etc)
 Chip Rae can take the initiative to lead the group discussion. According to research i, one of
the most powerful methods to improve decision making is simply to make group members
consider the opposite of what they are thinking. This has been found to reduce errors in
judgement caused by biases.

Testing cultural fit at the first stage

The firm followed the practice of interviewing candidates for cultural fit in the first round by asking
questions about work and education experience and this was used as one of the criteria for
eliminating candidates. Research findingsii have exposed the myth that companies that screen for
values have better performance than those that screen for intelligence. The research suggests that
though culture is a good determinant of job satisfaction and longevity in the firm, it has low
correlation with job performance. Moreover, given that the industry in question here is banking
which involves complex skills, we believe that cultural fit should be given secondary importance and
should be done at a later stage in the process.

Overall positives of the S G Cowen hiring process

  They hold their interviewers responsible for the quality of candidates they bring thus
ensuring that only the best candidates come to the firm.
 It was made sure that the bankers were not partial in their selection process and favouring
candidates from their own alma maters though its not mentioned how.

 They looked for the right people with the attitude to work at SG Cowen and were willing to
go the extra mile to create jobs for them if required.

 Writing down comments and making extensive notes about candidates made it easier to
recollect and discuss about their abilities.

 Making sure that candidates are relaxed and comfortable before Super Saturday.

 They did reference checks with previous employers and ensured that candidates gave the
right information.

 Their process answers the three fundamental questions necessary for Selection Interviewsiii:
o Are the candidates competent for the job? : Candidates are shortlisted on the basis
of their resumes and their skills are checked in the first round of interviews

o Are the candidates well motivated? : Informal interviews are done to see if the
interviews are really interested in the firm.

o How well they fit in the organisation? : Cultural fit is checked during the interviews.

Other recommendations for the hiring process

 One gap we find is that the process is fraught with uncertainty about whether the candidate
will accept the offer or prefer another firm. They need to have an alternative in place so as
to mitigate this risk. And the recruitment process is also sandwiched into a very short time
frame and this will cause a lot of stress both for the interviewers and the interviewees. Given
that the firm is very particular about cultural fit, initiative and on the job learning and they
are inviting all shortlisted candidates for a “Super Saturday”, SG Cowen can try to create an
Assessment Centre for the candidates in the long run.iv Assessment Centres can provide a
more comprehensive and balanced view of the suitability of a candidate for an organization.
They can design exercises to simulate the key characteristics that they are looking for in
candidates and this will eliminate the subjectivity in the process. Since performance is
measured in several dimensions and several candidates are assessed together to allow for
interaction, it would facilitate better comparison of candidates’ potential. v
 A student who comes for a summer internship works in the organization for 2-3 months.
During this period, the organization can judge the candidate’s skills, cultural fit and future
potential and hence the firm can make a better decision on hiring for a full time position.
The students who intern at SG Cowen has 2 months to understand the culture of the firm
and hence can make an informed decision if they want to pursue a career with the firm. So
 the acceptance rate will be much higher compared to that in the case of new recruits. The
current number of associates hired from summer interns is 8. This can thus be increased in
the future.
 MBTI to assess work ethics and personality type
While a lot of emphasis is laid upon personal fit in the organization, it is quite difficult to
gauge a person’s fit objectively. To eliminate any discrepancy and to scientifically analyse a
prospect’s work ethic and fit, we could have them answer an MBTI. The MBTI is a
standardised test and we have results from past tests to guide us in this regard. Study of a
number of Investment Banking personnel profiles has revealed that Investment Bankers
typically fall into one of these personality types: INTP, INTJ, ESTJ, ENTJ, ISTJ. vi

Assessment of current evaluation criteria

Currently the candidates are being judged on the basis of the following parameters:
 Commitment to firm
 Judgement/Maturity
 Interpersonal skills -(Impact/Presence and Communication Skills)
 Leadership -(Initiative and Motivation)
 Technical Skills -(Creativity, Modelling, Accounting/Finance and Prioritizing)
 Work Ethic

Commitment to firm:
Almost all firms without exception would want to recruit for the long term. Especially in the current
scenario in the investment banking industry where firms are fighting for talent and given that SG
Cowen’s employees would be wooed by the top banks, it makes all the more sense for the firm to
measure candidate’s commitment to the firm. This can be gauged by the candidate’s profile, interest
shown in the informational interviews.

Interpersonal skills
Given that SG Cowen is a boutique Investment Bank, Associates would be involved in a high level of
exposure to clients. They need to be well versed in oral communication since that is crucial to
perform their duties effectively. According to Rae “long-term success ….. came from loving the work,
loving to teach and sell …”. Candidates would need to have very good inter-personal skills to be able
to sell well

Leadership
The firm needed people who were go-getters, self-driven individuals who could take initiatives
without being given instructions on what to do. This can be gauged by the past leadership
experiences of the candidates and whether they demonstrated a pattern of success in such
opportunities and the way they handled such an opportunity in their previous work environment..In
Schoenberg’s words “Wall Street does not give enough time to people to develop slowly” and
according to Fennerbresque “We want the type of person here who doesn’t need to be told what to
do. …. We want the self-starter”. Thus, we can figure that leadership and initiative is very important
for prospective candidates

Technical skills
At the end of the day a person’s technical prowess, number crunching skills, domain knowledge of
Finance & Accounting, creativity and ability to prioritize is what helped one deliver his duties. So the
management had earlier rejected candidates who fell short on these criteria. And we too think this
is the right move since at the end of the end this is what the client would be paying for. For instance,
from the Exhibits, we infer that Bill Berry had been rejected since he lacked number crunching skills
and William Xu had been dinged since he fell short on Accounting Skills.

Overall, we are in agreement with the usage of the criteria in the evaluation form. But we feel there
is no scientific basis for the overall rating in the evaluation form. This may introduce bias in the final
decision. Some may feel technical skills are more important, while others may feel interpersonal
skills are more important and their overall rating might depend on their personal opinion

Move form subjectivity to objectivity - Need to construct linear models

Based on our analysis of the process and evaluation form used to judge a candidate, we feel that
the role of intuition is very high. Though intuition is a very useful and powerful tool, it is fraught
with biases and can be counter-productive especially in an exercise like recruitment. There has been
research done in this area to create “systematic strategies to help people overcome these biases”.
Researchers in this field have distinguished between two types of thinking - Type 1 which is intuitive
– fast, automatic, effortless and emotional and Type 2 which involves reasoning – slower, conscious,
effortful and logical. Research advocates using linear models to move decision making based on
Type 1 to one based on Type 2. This has especially been found to be useful in hiring and admissions.

The usage of linear models will reduce the subjectivity that is currently present in the process and
will also bring in consistency in judging different candidates on similar grounds. Chip Rae should take
the lead in designing this linear model as he is exposed to the different banking teams and has been
a banker himself and he can design a model that reflects the overall wisdom of the firm.

Based on the information given in the case, we have evaluated the importance of each criteria and
we have given the following weights for each of the criteria

Category Weights
Commitment to Firm 10%
Judgement/Maturity 10%
 Interpersonal
Impact/Presence 5%
Communication Skills 8%
Leadership
Initiative 7%
Motivation 8%
Technical
Creativity 7%
Modeling 7%
Accounting/Finance 12%
Prioritizing 6%
Work Ethic
Team Player 7%
Flexibility/Versatility 7%
Motivation 6%

Technical Skills: We have given this the highest weight. Investment banking is a skill-heavy job and
firms are fighting for candidates with high technical abilities. Given that SG Cowen’s core
competency and competitive advantage comes from research, technical skills should be given the
highest weight (32%).

Work Ethic: SG Cowen is a boutique firm. Because of its small size, its associates usually work very
closely with firms and they need to demonstrate good team abilities and flexibility as they are given
high responsibilities and very little hand-holding. Also very important is the fact that the candidate
must be motivated to join the company as if a person rejects the offer after being made one, then
the company has committed an error. We have given this a weight of 20%

Leadership: The importance of initiative and drive is expounded by various senior members in the
firm. All of them unanimously feel that in a field like Equity Capital markets, it is very important to
have the drive to learn on one’s own. They also talk about the importance of being a self-starter in a
small firm like SG Cowen (15%)

Interpersonal Skills: SG Cowen’s associates work very closely with clients, often taking on huge
responsibilities that they would generally not take on at other firms. Also, they need to frequently
interact with co-bankers and managers as this is a collaboration-intensive field of work. We have
given this a weight of 13%

Commitment to Firm and Judgement & Maturity: As stated earlier, it is very important to retain
talent in the investment banking industry where there is dearth of the right talent. Also, there are a
lot of situations in I-banking where bankers need to use their judgement to make a decision. We
have given both of these 10% each.
Evaluation of the four candidates

We decided to evaluate the candidates using the linear model proposed earlier. Based on the
weights accorded to the different parameters, a scorecard was prepared for each of the four
candidates. The candidates were given a rating for each of the parameter – Outstanding, Good, Fair
and Unsatisfactory. Also, a score was awarded for each of these parameters. The weights given to
the parameters were then multiplied with the scores to give a weighted average score for each of
the candidate. These scores are tabulated below:

Weights Natalya Ken

Parameter (total 100) Godlewska Martin Street Goldstein Andy Sanchez
Commitment to firm 10 9 1 5 9
Judgement/ Maturity 10 7 7 3 9
Interpersonal Skills
Impact/ Presence 5 1 9 7 7
Communication
Skills 8 4 9 7 9
Leadership
Initiative 7 9 9 9 9
Motivation 8 8 7 9 9
Technical Skills
Creativity 7 5 5 5 5
Modeling 7 10 5 9 5
Accounting/
Finance 12 10 5 9 5
Prioritizing 6 5 5 9 5
Work Ethic
Team Player 7 7 7 2 5

Flexibility/Versatility 7 7 5 7 5
Motivation 6 5 5 5 6
Overall Rating 7.07 5.9 6.59 6.88

A detailed scorecard (along with the reasons and observations) is provided in the Appendix.

So based on the weighted scores, we can see that the two people who should be selected are
Natalya Godlewska and Andy Sanchez.

Appendix

Scorecard for Natalya Godlewska

 Weights
Natalya Godlewska (total 100) Marks Remarks Reasons
Called the bankers she had met at
Commitment to firm 10 9 Outstanding presentation for informational interviews

Having worked in the industry for 4 years, she

Judgement/ Maturity 10 7 Good showed an in depth knowledge of the sector
Interpersonal Skills
Seemed stiff and uncomfortable so may not
Impact/ Presence 5 1 Unsatisfactory be a great cultural fit
Her less than perfect English might affect her
ability to work with fellow team members, but
Communication she will be a hit with the clients due to her
Skills 8 4 Fair positive energy
Leadership
Was highly recommended by her referee and
Initiative 7 9 Outstanding she displayed a "can-do" attitude
She seemed ambitious and ready to work
Motivation 8 8 Outstanding hard
Technical Skills
Creativity 7 5 Fair
Worked 4 years in firm which developed
Modeling 7 10 Outstanding modelling software for M&A firm
Secured the highest GPA in the finance
department and served as graduate teaching
Accounting/ Finance 12 10 Outstanding assistant in finance program at Cornel
Prioritizing 6 5 Fair
Work Ethic
Team Player 7 7 Good Good reference from her referee
Speaks fluent Russian, Polish, German and
Flexibility/ Versatility 7 7 Good some French
Motivation 6 5 Fair
Overall Rating 7.07

Scorecard for Martin Street

Weights
Martin Street (total 100) Marks Remarks Reasons
 Though he said he preferred the boutique
nature of S G Cowen, it was not sure if he
Commitment to firm 10 1 Unsatisfactory would accept the offer if made
Having served for 4 years in the military, he
Judgement/ Maturity 10 7 Good was expected to show a high maturity level
Interpersonal Skills
Impact/ Presence 5 9 Outstanding Dynamic Personality
Communication Skills 8 9 Outstanding Confident and articulate
Leadership
Having served in the military, he led a rescue
Initiative 7 9 Outstanding operation in Bosnia
He was involved in a number of activities, as
Motivation 8 7 Good diverse as marathon racing.
Technical Skills
Creativity 7 5 Fair
Modeling 7 5 Fair Grades not known due to college policy
Accounting/ Finance 12 5 Fair Grades not known due to college policy
Prioritizing 6 5 Fair
Work Ethic
Team Player 7 7 Good Expected due to his military service
Flexibility/ Versatility 7 5 Fair
Motivation 6 5 Fair
Overall Rating 5.9

Scorecard for Ken Goldstein

Weights
Ken Goldstein (total 100) Marks Remarks Reasons

Commitment to firm 10 5 Fair Family life balance was very important for him

Had a lot of responsibilty in his previous job.

Used to be in charge of things. However, it
was believed that he might be too mature
Judgement/ Maturity 10 3 Fair and would not be suited for associate position
Interpersonal Skills
Had positive evaluation from all his
Impact/ Presence 5 7 Good interviewers
Had positive evaluation from all his
Communication Skills 8 7 Good interviewers
Leadership
Managed multiple teams simultaneously;
Initiative 7 9 Outstanding Won multiple accounts
Motivation 8 9 Outstanding Quickly rose to the post of manager at PWC;
Technical Skills
Creativity 7 5 Fair
 Modeling 7 9 Outstanding Resolved technical issues for clients
Drew up budgets and pricing for projects at
Accounting/ Finance 12 9 Outstanding his earlier firm
Handled a lot of responsibilty and had a
positive performance appraisal showing that
Prioritizing 6 9 Outstanding he manages responsibility well
Work Ethic
There were concerns that he might not be
able to fit with the team due to his
experience at a high post and the
Team Player 7 2 Unsatisfactory responsbility he had in his last job.
Worked on various issues from budgeting and
Flexibility/ Versatility 7 7 Good pricing to resolving technical issues
He wanted to maintain a work life balance
and give time to his family which might not be
possible due to hectic schedule of an
Motivation 6 5 Fair associate
Overall Rating 6.59

Scorecard for Andy Sanchez

Weights
Andy Sanchez (total 100) Marks Remarks Reasons
He had several informational interviews with
the firm and talked to other asosociates on
Commitment to firm 10 9 Outstanding several occasions whenever it was possible
Had a profitable business; Was good at
making the right decisions for himself at the
Judgement/ Maturity 10 9 Outstanding right time
Interpersonal Skills
Friendly to candidates; Good at making
Impact/ Presence 5 7 Good people relax
Always sent follow up mails to people he
talked to; Spoke very cogently about banking
Communication Skills 8 9 Outstanding industry
Leadership
Started his own business during first year of
Initiative 7 9 Outstanding college - was successful
Enrolled in business school while he was
running his own business and managed both
Motivation 8 9 Outstanding the responsibilities well
Technical Skills
Creativity 7 5 Fair
Modeling 7 5 Fair
Though he had great GMAT and SAT scores,
Accounting/ Finance 12 5 Fair his GPA was very less
 Prioritizing 6 5 Fair
Work Ethic
Team Player 7 5 Fair
Flexibility/ Versatility 7 5 Fair
Wanted to try out new challenges in the
Motivation 6 6 Good banking sector and so he left his venture
Overall Rating 6.88

References
i
Milkman, K.L. , Chugh D. , Bazerman , M.H. (2010 Winter) Intuition vs Deliberation: How decision
making can be improved, Rotman Magazine
ii
Rynes S.L. , Brown K.G. , Colbert, A.E (2002). Seven misconceptions about human resource
practices: Research findings versus practitioners beliefs. Academy of Management Executive, 16,
92-102
iii
Robbins et. al Chapters 31-33, 38-39 “Selection Interviewing”
iv
http://www.uniphiz.com/digital_physiognomy/personality-types.htm
v
Robbins et. al Chapters 31-33, “Selection Interviewing”
vi
Golden Personality Type Profiler — Global Type and Occupational Fit”, NCS Pearson,2007