SG Cowen HBS Case Assignment
S.G. Cowen Case Assignment
The firm originates from the purchase of Cowen and Company by French international bank, Société Générale, in 1998, thus merging into S.G. Cowen. As stated by their CEO, Kim Fennebresque, the investment bank focused predominantly on emerging growth companies in two volatile but possibly highly lucrative industries, healthcare and technology. The company is looking to recruit, from a wide range of candidates, for its associate program. The recruiting director, Chip Rae, has chosen to focus on the second 15 in the top 25 of top business schools in order to attract professionals of the highest quality who believe in the business model of S.G. Cowen. This strategy enabled the bank to benefit from band name to appear as a big player and attract the best from those universities. After narrowing down the list of candidates, the 30 bankers are left with four applicants, and have to choose the final two will complete their list of associates. This case analysis will evaluate the recruiting criteria set by the firm, as well as suggesting who the two most eligible candidates are.
Interviews are a fundamental pillar of each recruiting process. However, this practice often leads the way to many surprises. I have personally had a memorable experience during an interview at a bar in Rotterdam, where my interviewer was suffering from a hangover. He started off by apologising for his state. I immediately felt extremely uncomfortable due to the lack of formality and professionalism in their display. During the interview, the man looked inattentive and seemed to be rushing the interview, largely due to his condition. In the end, the job was offered to me, but I refused. This was my only negative experience in the recruiting world.
Through their hiring process, S.G. Cowen uses a list of criteria, refer to Appendix 1 for the grid sheet developed by the recruiting director, which lists all the criteria used for the evaluation of applicants. Based on
The firm originates from the purchase of Cowen and Company by French international bank, Société Générale, in 1998, thus merging into S.G. Cowen. As stated by their CEO, Kim Fennebresque, the investment bank focused predominantly on emerging growth companies in two volatile but possibly highly lucrative industries, healthcare and technology. The company is looking to recruit, from a wide range of candidates, for its associate program. The recruiting director, Chip Rae, has chosen to focus on the second 15 in the top 25 of top business schools in order to attract professionals of the highest quality who believe in the business model of S.G. Cowen. This strategy enabled the bank to benefit from band name to appear as a big player and attract the best from those universities. After narrowing down the list of candidates, the 30 bankers are left with four applicants, and have to choose the final two will complete their list of associates. This case analysis will evaluate the recruiting criteria set by the firm, as well as suggesting who the two most eligible candidates are.
Interviews are a fundamental pillar of each recruiting process. However, this practice often leads the way to many surprises. I have personally had a memorable experience during an interview at a bar in Rotterdam, where my interviewer was suffering from a hangover. He started off by apologising for his state. I immediately felt extremely uncomfortable due to the lack of formality and professionalism in their display. During the interview, the man looked inattentive and seemed to be rushing the interview, largely due to his condition. In the end, the job was offered to me, but I refused. This was my only negative experience in the recruiting world.
Through their hiring process, S.G. Cowen uses a list of criteria, refer to Appendix 1 for the grid sheet developed by the recruiting director, which lists all the criteria used for the evaluation of applicants. Based on