SG COWEN : NEW

RECRUITS
GROUP I
IBRAHIM
SATISH
KAUSHENDRA
LAKSHIT
ABHISHEK

KEY DECISION POINTS USED BY SG

COWEN
COMMITMNET TO
FIRM

JUDGEMENT/MATURITY

INTERPERSONAL SKILLS

WORK ETHIC

TECHNICAL SKILLS

Impact/Presence

Team Player

Creativity

Communiation Skills

Flexibility/
Versatality

Modeling

LEADERSHIP

Motivation

Accounting/Finance

Initiative

LEADERSHIP

Motivation
to find loyal and committed
candidates with a
Cowens aim isPrioritizing

good cultural fit

IMPLICIT DECISION PARAMETERS

Informational Interviews
Interest in the company

Entrepreneurial abilities/
inclination

On Campus Round
Skill Set/ Profile
Strength
Super
Saturday

Cultural Fit

Interest in banking
Commitment/ Loyalty to SG
Cowen
Technical Aptitude/ Ability
Pattern of Success

Interest in SG Cowens
niche
Interpersonal Skills
Flexibility/ Versatility
Interest in technology and
emerging markets

EVALUATION OF SG COWENS HIRING

PROCESS
CORE SCHOOL SELECTION

selecting candiadtes out of top 25 gives them a lot more options and
access to the top talent pool rather which have potential of becoming
dedicated employees
From top 10 school, they would only be able to hire average /middle of
class candidates who have less chances of being loyal

INFORMAL INTERVIEWS

Good way to gauge interest of students in SG Cowen, investment

banking, and emerging markets
May give candidates unfair advantage and create biases towards
alumni of same college

CONT
ON CAMPUS ROUND

Potential for bias due to lack of time. Time between consecutive

interviews is less
Fix criteria of selecting only three candidates from each school may
result in losing out on some potentially good candidates

SUPER SATURDAYS

Conducted on a holiday, hence everyone is eager to wrap up

Senior people are nor demanding on skills while younger associates
are
Absolute-decision Yes/No instead of a point or rating system, may
result in ego clashed when interviewers have already taken up their
position
Managers recruiting for groups besides their groups too