michaelrochonnn/mckinsey-bcg-consulting/consultant-candidate-evaluation

Consultant Candidate Evaluation

Use this skill to systematically evaluate consulting candidates against three critical dimensions that predict success in consulting roles.

When to Use

• Recruiting for consulting firms or internal consulting roles
• Screening candidates for consulting positions
• Assessing whether a job seeker has the right profile for consulting
• Evaluating internal candidates for promotion to consulting roles

Evaluation Framework

Assess candidates across three distinct criteria:

1. Left Brain (Logical Thinking)

What to assess:

• Ability to think logically and analytically
• Problem-solving through structured reasoning

Assessment approach:

• This skill can be improved through practice
• Most consulting aspirants possess this or can pass exams through training
• Use case interviews, logic puzzles, or analytical tests

2. Right Brain (Pattern Recognition)

What to assess:

• Ability to grasp concepts via images and mental models
• Intuition and creativity in problem-solving
• Capacity to match current problems against past experienced models

Assessment approach:

• Very difficult to train—requires approximately 3,000 problem-solving models stored in the brain
• Equivalent to 25 years of experience if untrained
• Look for candidates who demonstrate intuitive leaps and creative problem framing
• Similar to AI deep learning: pattern matching against stored models

3. First Experience (Curiosity)

What to assess:

• Deep curiosity ("What? Why? How?")
• Objective introspection about oneself
• Strength of "inner self" and breadth of perspective

Assessment approach:

• Look for specific "First Experiences" that forced self-redefinition:
• Long-term overseas living
• NPO/volunteer activities involving hardship
• Deep introspection during youth (e.g., social withdrawal periods)
• Ask about transformative life experiences
• Evaluate depth of self-awareness and perspective

Red Flags (Exclusion Criteria)

Consultant Mutants

• Candidates who are only abnormally good at logical thinking
• Those who see one pattern as absolute truth
• Lack creativity and flexibility in thinking

Law Graduates (General Rule)

• Typically trained to maintain order and rules
• Consulting requires breaking and rethinking rules

Exceptions:

• Law graduates with bad grades in law
• Law graduates with good grades in philosophy or other non-legal subjects

Decision Framework

Make a Hire/No Hire decision based on the balance of:

1. Logic (Left Brain) - baseline requirement, trainable
2. Creativity/Models (Right Brain) - critical differentiator, hard to train
3. Depth of Character (First Experience) - indicates long-term potential

Ideal candidate: Strong across all three dimensions, with particular emphasis on Right Brain and First Experience as these are difficult to develop.