Page 159 - The McKinsey Mind

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134 The McKinsey Mind

whole problem-solving experience more interesting for the team.
True diversity can strengthen the problem-solving process and
enhance the development of individual team members.
Apply structure to recruiting efforts. As previously discussed,
McKinsey follows a strictly formal recruiting process. The system
includes a dedicated team of consultants and professionals who
prepare detailed plans for each target school with itemized task
lists and budgets. They crunch the numbers on candidates, track
their status, and communicate frequently with those deemed hot
prospects. Whether or not one makes it through the recruiting
machine, one cannot dispute its efficiency and effectiveness. The
Firm prides itself on avoiding “recruiting mistakes.”
To improve your recruiting efforts, spend time developing a
consistent recruiting process. For instance, Bill Ross is working to
make recruiting at GE more systematic:

GE has a tremendous amount of talent in its ranks but also a
lot of variance. The recruiting effort, and the interview
process specifically, could use some work. This was a great
strength of McKinsey, and the result was an organization full
of 100 percent top-notch high-performing individuals. Sys-
tematic, consistent recruiting helps in this regard. I have not
yet had the opportunity to fully transfer these lessons to GE,
but the need exists.

Not all companies need pay the same amount of attention and
resources to recruiting as McKinsey. They may not hire as many
people each year nor need the same amount of Olympian talent.
There is no disputing, however, that employees are a critical ele-
ment in every organization. Therefore you should apply some crit-
ical thinking to your recruiting strategy. The key lesson to learn
from McKinsey in this regard is not one of formality, but rather the
importance of forethought and consistency.