Tell us a little bit about your current job. What's a typical day like?
I'm a manager within IT advisory in the performance improvement advisory service line at Ernst & Young (EY). I've worked on some of our biggest advisory projects and have spent the last two and a half years working in the government sector in both local government and central government. I currently work on a large government IT programme: its complex technology and stakeholder landscape make it a really interesting project. A typical day involves facilitating workshops, running meetings, planning work products, designing solutions and deliverables – and lots of fun.
How did you get this job? What were the steps, experiences, actions, contacts and so on that helped you secure it?
When trying to get a graduate job at EY, it really helped to get to know how it worked as a firm. The contacts I made before applying helped me to think about where I would best fit in the firm, so I made an educated decision about which role to apply for. It was really important to make the most of opportunities to meet people from EY at careers fairs and presentations. These contacts gave me some great insights to the firm. The other key action is to apply early.
What was the application process like? Did you have any tough interview questions, assessment centres, tasks to complete?
The application process did seem quite daunting at the start. There is an application form and a series of online questions to complete. Following these you're called to the head office for the first round interview with a manager from the service line you apply to. There are a number of strengths-based questions. They can be difficult to answer initially, but it's important to just be yourself and give natural answers – this will ensure your natural strengths come out during the process. The next stage is the assessment centre: the key here is to and try not to get distracted by other people and concentrate on the whole day.
Is it competitive? What helps candidates stand out?
It is a very competitive process, so the key thing is to make sure you're clear on what your strengths are and what makes you different.
What are the key professional issues in management consultancy at the moment that new recruits need to be aware of and are likely to be asked about at interview?
The state of the economy, why clients still need consulting and the shift in the type of consulting that clients are now willing to pay for: fewer reports and more results. In an interview, think about what you will bring to the company, think about when you join the firm and you are put on to a client role. Would the manager interviewing you want you in their team?
What's the most challenging aspect of your job – and what is the most rewarding?
Working with such a diverse group of people and having to flex your working style on projects can be challenging. Seeing an idea you've developed come to life and bringing success to your client is really rewarding, and then getting the feedback from the client to prove it.
What advice would you give to a budding management consultant fresh out of university?
Get experience. This proves you can do it and have something to offer. Consulting can be quite exposing, getting put straight onto a client and being very visible, so experience helps to prepare you for this.
Alex Collins is a manager within IT advisory in the performance improvement advisory service line at Ernst & Young and chair of the Young MCA (Management Consultancies Association)
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