贝恩岗位职责-ManagerJobz
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贝恩咨询岗位职责ManagerJ
• “CTLs consistently don’t consider how to use and leverage me, particularly in handling clients and reviewing material. I might not help with detailed analysis, but I know the overall client situation.”
Managing Upward
Agenda
• Understanding the CTL’s Role • Key Success Factors • Taking a Proactive Approach • Key Takeaways
bc
BOS
1
Managing Upward
CTL vs. VP Role
• “Search out feedback from the
manager/VP, but drive the process
yourself.”
bc
BOS
8
Managing Upward
Strategies • Filter out bad ideas and
prioritize good ones.
• “CTLs, driven by promotion angst, over-assume what their job is. They try to make everyone redundant.”
• “You’ll get no credit for trying to be a hero and doing it all yourself…find the right ways to fully involve your boss on the most important issues… collaboration will optimize the end product for everyone.”
贝恩咨询公司面试经验
贝恩咨询公司面试经验贝恩公司历史贝恩公司是一家全球领先的管理咨询公司，基于“咨询顾问为客户提供的是结果，而非报告”的理念，为客户提供战略、运营、技术、组织以及兼并购方面的专业咨询业务。
自1973年成立以来，贝恩致力于帮助企业提升价值，并以客户的业绩衡量贝恩咨询顾问的成绩。
贝恩客户的业绩超出市场平均水平的四倍之多。
贝恩公司的办事处遍布全球50个主要城市，为全世界各行各业超过4900家跨国公司、私募基金和其他机构提供了专业的咨询。
2021年，在第三方评价机构Valut公布的世界咨询公司排行中，该公司位居全球第一。
该企业品牌在世界品牌实验室（World Brand Lab）编制的2021年度《世界品牌500强》排行榜中名列第四百三十四。
贝恩OFFICE地点总部位于波士顿，北京、上海均有office贝恩薪资待遇贝恩公司提供同行业内极具竞争力的薪酬，在大中华地区，应届毕业生毕业后以助理顾问职位加入贝恩，他们的年薪在第一年会达到14.9万人民币/年，而整体薪酬加各种奖金。
分红等大约可以达到23万人民币/年的水平。
贝恩的薪酬处于同行业的领先水平，但是在三大咨询公司中稍偏低。
贝恩晋升制度应届毕业生员工发展首先从助理咨询开始，依次为：助理咨询——高级助理咨询——咨询——项目主管——经理——主任——合伙人贝恩加班情况同一般咨询一样，加班可能是常态，具体还是根据项目来决定。
贝恩面试经验贝恩一面是集中在一天内进行，英文面试，共两轮，每轮换一个面试官，每个面试官面会让申请人做两个case。
1. 自我介绍，中英任选2. 当场抽题目，辩论。
正反方面试官规定，所以你的角色已经订好。
分队是提前安排好的。
3. 讨论15分钟，中英任选。
两组人分开2个房间，各由一个面试官surpervise.4. debate.每队各2个人opening speach,英文，然后自由讨论，中文，最后由每队另2个人closing speach,英文。
附上一份来自贝恩咨询过往的面试题目及建议，可能具体有变化，但是还是总体上有很多值得借鉴的地方。
贝恩的国际职位评估系统(53页)课件
进行评估
按照评估标准对岗位进行评估，得出评估结果。
结果分析
对评估结果进行分析步骤
设计阶段
设计评估指标、权 重和标准，制定评 估表格和流程。
正式运行阶段
全面实施评估系统， 进行岗位评估和结 果分析。
准备阶段
确定评估目的、范 围和资源，制定实 施计划。
可能存在文化差异
由于不同国家和地区的文化差异， 相同的职位在不同地区可能有不同的 评估结果。
可能存在语言障碍
在跨国公司中，不同语言的员工之 间可能存在沟通障碍，影响评估结果 的准确性。
贝恩的国际职位评估系统的适用范围评价
适用于跨国公司
适用于不同行业
贝恩的国际职位评估系统特别适用于跨国 公司，可以帮助公司在全球范围内评估员 工的职位等级和薪酬水平。
以及如何克服这些差异。
分析贝恩的国际职位评估系统 在不同国家的实践效果和反馈， 并总结其适用性和局限性。
05
贝恩的国际职位评
估系统的未来发展
贝恩的国际职位评估系统的发展趋势
数字化
跨界融合
随着数字化技术的快速发展，贝恩的 国际职位评估系统将更加依赖于数据 分析和人工智能，以提高评估的准确 性和效率。
持续学习
随着贝恩的国际职位评估系统的 不断发展和变化，相关人员需要 持续学习和掌握新的知识和技能， 以适应新的评估标准和要求。
创新思维
面对贝恩的国际职位评估系统的 发展变化，相关人员需要具备创 新思维和开放心态，积极探索新
的评估方法和思路。
团队合作
应对贝恩的国际职位评估系统的 发展变化需要团队合作和跨部门 协作，共同制定和实施新的评估
某高校
使用贝恩的国际职位评估 系统对教师岗位进行评估， 为教师晋升和薪酬调整提 供依据。
按照评估标准对岗位进行评估，得出评估结果。
结果分析
对评估结果进行分析步骤
设计阶段
设计评估指标、权 重和标准，制定评 估表格和流程。
正式运行阶段
全面实施评估系统， 进行岗位评估和结 果分析。
准备阶段
确定评估目的、范 围和资源，制定实 施计划。
可能存在文化差异
由于不同国家和地区的文化差异， 相同的职位在不同地区可能有不同的 评估结果。
可能存在语言障碍
在跨国公司中，不同语言的员工之 间可能存在沟通障碍，影响评估结果 的准确性。
贝恩的国际职位评估系统的适用范围评价
适用于跨国公司
适用于不同行业
贝恩的国际职位评估系统特别适用于跨国 公司，可以帮助公司在全球范围内评估员 工的职位等级和薪酬水平。
以及如何克服这些差异。
分析贝恩的国际职位评估系统 在不同国家的实践效果和反馈， 并总结其适用性和局限性。
05
贝恩的国际职位评
估系统的未来发展
贝恩的国际职位评估系统的发展趋势
数字化
跨界融合
随着数字化技术的快速发展，贝恩的 国际职位评估系统将更加依赖于数据 分析和人工智能，以提高评估的准确 性和效率。
持续学习
随着贝恩的国际职位评估系统的 不断发展和变化，相关人员需要 持续学习和掌握新的知识和技能， 以适应新的评估标准和要求。
创新思维
面对贝恩的国际职位评估系统的 发展变化，相关人员需要具备创 新思维和开放心态，积极探索新
的评估方法和思路。
团队合作
应对贝恩的国际职位评估系统的 发展变化需要团队合作和跨部门 协作，共同制定和实施新的评估
某高校
使用贝恩的国际职位评估 系统对教师岗位进行评估， 为教师晋升和薪酬调整提 供依据。
贝恩咨询公司全面资料,面试必备
目录应届生求职网简介 (2)第一章贝恩（Bain）简介 (4)1.1贝恩（Bain）信息框图 (4)1.2贝恩（Bain）概况 (4)1.3贝恩（Bain）企业文化 (5)1.4贝恩（Bain）组织结构 (5)1.5 贝恩（Bain）开展业务 (6)1.6 贝恩（Bain）竞争对手 (6)1.7 贝恩（Bain）历史 (6)1.8 贝恩（Bain）领导者介绍 (7)1.9 贝恩（Bain）发展战略 (7)1.10贝恩（Bain）生涯管理 (7)第二章贝恩面试资料 (8)2.1贝恩2010面试经验分享 (8)2.1.1贝恩面试交流会 (8)2.1.2上海BAIN-PTA面试 (9)2.1.3 贝恩PTA面试 (9)2.1.4 Bain Pre-talk面经 (10)2.1.5 Bain SH Telephone Pretalk (10)2.2贝恩2008-2009面试经验分享 (11)2.2.1贝恩（Bain）面试问题 (11)2.2.2 Bain面经 (11)2.2.3贝恩（Bain）咨询之路 (13)第三章贝恩综合求职经验 (15)3.1 贝恩FAQ (15)3.2 my life in Bain (15)3.3 贝恩高级咨询顾问典型的一天 (16)附录：更多求职精华资料推荐 (18)内容声明：本文由应届生求职网（）收集、整理、编辑，内容来自于相关企业的官方网站及论坛热心同学贡献，内容属于我们广大的求职同学，欢迎大家与同学好友分享，让更多同学得益，此为编写这套应届生实习大礼包2011的本义。
祝所有同学都能顺利找到合适的工作！应届生求职网济效益。
把企业看作一个完整、密切相关的整体。
帮助企业寻找投资机会，以期更快更高的收益和更持久的成长。
帮助企业做出战略、组织、运营、技术和并购等重大决策。
如果合适，贝恩还进一步帮助企业决策——这意味着从根本上改变企业。
当与那些对现状不满的客户合作时，贝恩才是最成功的。
贝恩-人力资源-岗位职责-ManagerJob11004
• Your VP must succeed if you are to succeed
• Your VP will want you to succeed (as long as you want him/her to succeed)
• Your current VP has more input into your career than anyone else (more than you last VP, the senior management of the firm, the client, and former or current team members)
bc
BOS ManagingUpward 5
Managing Upward
As a CTL, your objectives are twofold:
Help Your VP Win
and
CTL Objectives
Make Your VP Redundant
bc
BOS ManagingUpward 6
communication
• Feedback and coaching • Information on the client
and the industry • Priorities • Resources • Influence with client and
within Bain • Increasing responsibilities,
What Your Supervisor Needs from You What You Need from Your Supervisor
• Information • Analysis/output • Insights • Proactive approach to
贝恩咨询-岗位职责工具(2)
If in doubt, ask about the expectations of the people you work with.
bc
Great Consultant 5
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Successful Consultants: Bain VPs’ Perspectives
bc
Great Consultant 2
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Five Key Characteristics
Great consultants base their success on characteristics that extend well beyond analytical thinking.
bc
Great Consultant 8
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Start-Up Expectations
When you start working, you hear different things about Bain and what others expect of you.
This module aims to tell you what you really can expect and what is expected of you.
bc
Great Consultant 9
贝恩咨询岗位职责-GreatConsultant
“Is he open enough to adapt to the office
culture and influence it positively?”
VP/Manager
“Is he smart enough to get up to speed
rapidly?”
“Is she experienced enough to help us solve our problems
bc
Great Consultant 6 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Unsuccessful Consultants: Bain VPs’ Perspectives
“Unsuccessful consultants...
Mission and Expectations
Consultant expectations and roles are grounded in the Bain mission.
• Frank self-awareness of strengths and weaknesses
• Receptiveness to feedback from a variety of sources
• Ability and willingness to act on feedback –training –experimentation –practice
bc
Great Consultant 8 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
贝恩咨询岗位职责-GreatConsultant
• The Bain vision of the most productive client relationship and single-minded
dedication to achieving it with each client
• The Bain community of extraordinary teams • The Bain approach to creating value, based on a sharp competitive and customer
•
贝恩咨询岗位职责-GreatConsultant
Five Key Characteristics
•Great consultants base their success on characteristics that extend well beyond analytical thinking.
•“Is she cooperative •enough to integrate •into the team and to •add own value quickly?”
•If in doubt, ask about the expectations of the people you work with.
• Baseline analytical expertise, but also… • Excellent interpersonal skills and knowledge of people management
– facilitation – motivating others – conflict management • Frank self-awareness of strengths and weaknesses • Receptiveness to feedback from a variety of sources • Ability and willingness to act on feedback – training – experimentation – practice • Desire to succeed as a consultant
dedication to achieving it with each client
• The Bain community of extraordinary teams • The Bain approach to creating value, based on a sharp competitive and customer
•
贝恩咨询岗位职责-GreatConsultant
Five Key Characteristics
•Great consultants base their success on characteristics that extend well beyond analytical thinking.
•“Is she cooperative •enough to integrate •into the team and to •add own value quickly?”
•If in doubt, ask about the expectations of the people you work with.
• Baseline analytical expertise, but also… • Excellent interpersonal skills and knowledge of people management
– facilitation – motivating others – conflict management • Frank self-awareness of strengths and weaknesses • Receptiveness to feedback from a variety of sources • Ability and willingness to act on feedback – training – experimentation – practice • Desire to succeed as a consultant
贝恩岗位职责-GreatAC
Types of Strategic Issues
Corporate strategy
Example:
?How should a company with many businesses achieve its growth objectives?
Business unit strategy
?How should a business unit respond to its competitors?
redesign
First-year AC workstream:
?Phone competitors to gather data about the PC market
?Analyze client data relating to accounts receivable and inventory turns
How to be a Great AC
Your mix of responsibilities will vary from case to case.
Areas of Responsibility
The job
Research/data gathering
?Market size and dynamics
Vice-President
Caseteam Structure
Manager/CTL
Caseteam Coordinator
Experienced Consultant
New AC
New Consultant
Experienced AC
Greny, Inc.
How to be a Great AC
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
贝恩岗位职责-ManagerJob1
– strategy – operations – implementation
• Achieve real value and results (package insights to move client to act)
– NPV – stock
price
Overall and versus key competitors
relationships
For promotion to Vice President: – have played a significant role with senior client executives/decision makers – are highly valued by senior clients (references/testimonials) – “irreplaceable” to senior clients – have proven ability in existing and new client situations
• Are viewed as a business advisor to increasingly senior clients • Drive clients to take action in multiple situations; do so in multiple
client relationships
• Demonstrate skills in different client and analytical situations
– new client vs. existing client – small client vs. large client – strategy vs. operations
• Achieve real value and results (package insights to move client to act)
– NPV – stock
price
Overall and versus key competitors
relationships
For promotion to Vice President: – have played a significant role with senior client executives/decision makers – are highly valued by senior clients (references/testimonials) – “irreplaceable” to senior clients – have proven ability in existing and new client situations
• Are viewed as a business advisor to increasingly senior clients • Drive clients to take action in multiple situations; do so in multiple
client relationships
• Demonstrate skills in different client and analytical situations
– new client vs. existing client – small client vs. large client – strategy vs. operations
贝恩-人力资源-岗位职责-GreatAC002
• Caseteam events
GreatAC 7 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC Key Success Factors
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
• Build economic model
Length of case: AC travel:
Three months
Monthly local visits to client to gather data and attend meetings
Corporate strategy (growth strategy)
How to be a Great AC
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
• Competitors • Client data • Customers
Analysis
Communication
Team
• Database
• Blank slides
manipulation
–storyline
• Models in Excel
GreatAC 7 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC Key Success Factors
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
• Build economic model
Length of case: AC travel:
Three months
Monthly local visits to client to gather data and attend meetings
Corporate strategy (growth strategy)
How to be a Great AC
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
• Competitors • Client data • Customers
Analysis
Communication
Team
• Database
• Blank slides
manipulation
–storyline
• Models in Excel
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?Are viewed as a good corporate citizen
bc
BOS TheManagerJob 2
Copyright? 1998 Bain & Company, Inc.
The Manager Job
Value Addition Guidelines
?Demonstrate ability to solve clients' toughest problems (generate brilliant insights)
For promotion to Vice President: –have played a significant role with senior client executives/decision makers –are highly valued by senior clients (references/testimonials) –“irreplaceable” to senior clients –have proven ability in existing and new client situations
?Demonstrate leadership in helping to create, manage, and expand high
quality flagship relationships (drive significant value on repeat cases)
?Have significant influence on key client leaders (help drive strategic agenda
bc
BOS TheManagerJob 7
Copyright? 1998 Bain & Company, Inc.
The Manager Job
Here are some ways to contribute to asset building.
People Assets
?Caseteam processes ?Advisor processes ?Training ?Recruiting ?Office leadership ?Corporate citizenship
?Are viewed as a business advisor to increasingly senior clients ?Drive clients to take action in multiple situations; do so in multiple
client relationships
For promotion to Vice President:
– have demonstrated consistent success over a sustained period as a manager (looking back over 2+ years)
– have received positive references/testimonials from senior clients
?Have significant influence on key client leaders ?Develop advisor relationships with key client leaders
Senior client influence:
Team management and development: Asset building: Partnership values:
For promotion to Vice President: –have driven multiple flagship relationships over time at a CEO/Executive level –are highly valued by senior clients (testimonials/references)
?Contribute to revenue generation
–identify opportunities for follow-on work –write successful proposals –manage the client process –assist in closing sales
bc
The Manager Job
November 1998
Copyright? 1998 Bain & Company, Inc.
The Manager Job
Seven key components make a successful manager.
Job Description
Component Value addition:
and thought processes)
?Develop advisor relationships with key client leaders (able to help clients
determine where additional work would be appropriate) –viewed as an expert –asked for advice on a broad range of business issues –valued as a general coach
bc
BOS TheManagerJob 6
Copyright? 1998 Bain & Company, Inc.
The Manager Job
Team Management and Development Guidelines
?Have a process that is effective in delivering results
– have been successful while managing multiple case teams and workstreams
– have demonstrated breakthrough thinking worthy of “Best of Bain”
bc
BOS TheManagerJob 3 Copyright? 1998 Bain & Company, Inc.
?Demonstrate skills in different client and analytical situations
–new client vs. existing client –small client vs. large client –strategy vs. operations
(general connectedness)
Product Assets
?Practice/capability
area contributions
?BRAVA contributions ?BDPs, how-to
documents for capability areas
–motivated team –low yield loss
?Develop people; build organizational capability
–consulting staff (advisor/coach/mentor) –administrative staff (advisor/coach/mentor)
– strategy – operations – implementation
?Achieve real value and results (package insights to move client to act)
– NPV –stock price
Overall and versus key competitors
Revenue: Client asset sustainability:
Description
?Demonstrate ability to solve clients' toughest problems ?Achieve real value and results ?Demonstrate skills in different client and analytical situations
–viewed as an expert in many areas –viewed as an advisor on many topics
?Drive clients to take action in multiple situations; do so in multiple client
relationships
For promotion to Vice President:
– have managed multiple caseteams and workstreams effectively
– have played a significant role with a strategic client (either existing
The Manager Job
Revenue Guidelines
?Serve existing revenue base effectively
– teams ? able to manage scale teams ? able to manage multiple teams
– clients ? able to handle complex cases ? able to manage multiple clients
client or new client/client development)