Deloitte Case Study Group Discussion Rubric


About

In this PrepPack™ you will find preparation materials for your Deloitte interview. As well as this, there are specific materials for the Deloitte case study, presentation, group exercise and more. 


Deloitte Interviews

Below we will outline the types of interviews you may encounter in your application process, and give you tips on how to prepare for them.


Deloitte First Interview and Case Study

This interview is usually part of the recruitment process for BrightStart, the summer vacation schemes and the graduate programme applicants. This interview is designed as to learn more about you and your suitability for the role you have applied for.

The interview also contains the Deloitte case study for you to discuss with your interviewers. Ahead of your interview you will be given a short period of time to read a case study and think about some answers to a set of guide questions. The information contained in the case study may include numerical information as well as articles. Once in the interview room, the interviewer will ask you questions on the case study for you to discuss with them. You may find it useful to write down your thoughts to take into the interview.

Ahead of this interview you are advised to prepare examples of activities or pieces of work you have been involved with, where you have built up into a project over a large period of time. The interviewers are looking for evidence of your role, and how you worked with others to achieve your goals. Use the the STAR method (situation, task, action, result) to organise your answers and ensure that you don’t leave anything out. You should also read up on Deloitte, as well as any news concerning the company. Be prepared to answer questions about why you have chosen this specialty.

Applicants for consulting positions will have a group exercise at this interview.


Deloitte Competency Based Interviews

Applicants for the Deloitte professional hire positions can expect to be invited to at least one competency based interview. In a competency based interview you are asked questions designed to allow you to demonstrate that you have the skills to do the jobs. These skills are in the job description and person specification for the role you are applying to, as well as Deloitte’s core competencies and values.

Prepare in advance for a competency based interviews by thinking up examples against each competency. Develop examples around the STAR method (situation, task, action, result) to ensure that you have covered all the necessary information about your role in this example and how you contributed to the outcome.


Final Interview with Presentation

The final or Deloitte partner interview is usually the last part of the recruitment process for Deloitte BrightStart and Deloitte graduate programme applicants. This is a one hour interview in which you will give a pre-prepared presentation. This interview will focus on your values and how you can contribute to Deloitte. You should prepare examples demonstrating what matters to you, how you can contribute and so on. As always, prepare these examples using the STAR method (situation, task, action, result). Other questions in the interview may test your commercial awareness, so prepare by reading the news, thinking about the implications for Deloitte; read up on the trade press; read the Deloitte website, and make sure that you know about the company’s departments, work and competitors. You should also prepare questions to ask in the interview. Make sure they are not too obvious or could be found easily by looking at the website.

Deloitte Presentation

Ahead of this interview you are sent a topic and asked to prepare a five minute presentation to give over to your Partner interviewer. Make sure you understand what is in your presentation as you will be asked questions at the end. You are allowed to take a handout for the interviewer, but you will not have access to any IT equipment.

Topics will depend on the area you are applying to, but include:

  • Your take on European audit reforms
  • Have corporations learnt from the recession
  • Regulatory impact on businesses
  • How will audit have to adapt going forward

Read more tips about how to give a presentation on our presentations pages.

Prepare for Your Deloitte Case Study and Interview

If you want to really prepare for the Deloitte case study and interview you have to get the best preparation possible. Here we have highlighted the different sections of the Deloitte assessment centre to help you prepare. Start preparing today so you won’t be left behind.

Deloitte Interview Questions

The variety of interviews and range of interviewers at Deloitte mean that there are many questions you may experience. Questions at interviews may be situational, behavioural, about you or your choices.

Below is a selection of questions that may span any number of interviews:

  • Why Deloitte, and why this job/ department?

A 'case' is a scenario modelled after a real business or management problem. Deloitte Consulting once suggested that "The case study can be viewed as either an ordeal to be endured, or as a golden opportunity to shine." 

Typically, management consulting firms specialising in strategy work use case-style interviewing. This has the benefit of offering candidates a sense of the type of work that their consultants do, while allowing the employer to assess the competency levels of candidates. However, case style interviewing or assessment activities can be used by any employer who is looking for strong problem-solving competence.

It is possible that you may encounter case questions individually, during an interview that you have been invited to. Alternatively, case questions may form one activity at an assessment centre, where they can help to evaluate how well candidates exhibit the skills and qualities desired by the employer, while working as part of a group or team.

The following information will help you understand and prepare for case interview.

The skills case interviews assessment

The idea of case interviews is to test a candidate's abilities in some or all of the following areas:

  • analytical and reasoning skills
  • ability to organise and present information and hypotheses
  • quantitative skills
  • ability to manage ambiguity
  • professional poise and ability to perform under pressure
  • understanding of basic business and economic principles

Types of case questions

  • Classic business situation questions are used to see how much general business knowledge candidates have and how logically they can apply this knowledge to a common business problem. There are several types of business questions which could be posed, for example profit/loss, organisational structure, or marketing scenarios. This style of question will usually be answered verbally by the candidate and will often be structured in stages. Your interviewer will probably draw on his or her own real, client experience to steer you through the scenario. An example of a business situation might be: "An airline finds that, while its revenues are at an all time high, the company is still operating at a loss. What is going on?"
     
  • Brain teasers are logic questions that may be used to gauge creativity and problem-solving skills. Examples of this type of question might be: "Why are manhole covers round?" or "What will be different if, in the future, consumers have to pay for every drop of drinkable water piped to their residence or business?"
     
  • Guess-the-numbers are questions for which a candidate needs to use both logical deduction as well as quantitative skills. An example of such a question might be: "How big is the market for golf bags in Australia?" or "How many divorces take place nationally in any given year?"
     
  • Graphic interpretation questions are favoured by certain strategy firms, as this mirrors a method of presenting business data that is preferred within their organisation. Typically, your task will be to review and interpret data presented as a bubble chart, or using another form of graph.

Things to consider when answering a case question

Your goal in answering this kind of question is to demonstrate your ability to solve a problem. It is less important to reach a correct answer. Indeed, in many cases, there may not even be a single, right answer. As a result, there are several things you can do to approach a case style question:

  • listen carefully
  • summarise periodically, making sure you have fully understood the problem(s) posed
  • ask a few questions to show your comprehension of the problem, to obtain additional information or to clarify any points you do not understand
  • don't leap in with quick solutions
  • work through your answer out-loud, include information that may appear obvious as if you are creating a road-map for the assessor to follow
  • don't just 'brain-dump', take some time to think and don't be afraid of silence
  • if you are genuinely stuck, work with the assessor to review your progress to date
  • don't simply try to force-fit a business analysis framework that you may have learned during your course
  • And finally, be guided by this tip offered by Deloitte Consulting: "What separates an outstanding performance from simply a good one is not so much what you say, but how you say it.

A step-by-step approach in answering case questions

Preparation

Bring a pen and pad of paper for rough note-taking. A confident approach is paramount. Never show that you are flustered - even if you feel that you are!

Analysing the case

Regardless of how structured your interviewers choose to make the case question process, conduct this phase out-loud to demonstrate fully your thoughts and analysis.

Understand the case:

  • What is the broader context of the business problem?
  • What are the facts? Which are key ones? Which are secondary?
  • Given the facts, what are the unknowns? What assumptions are you making about the case? Are these assumptions consistent with the facts of the case? Are they reasonable?

Diagnose the problem – establish a framework to test your hypotheses:

  • What are the problems in the case? Of these, which is the main problem? How do you know it is the main problem?
  • What are the issues and factors which affect the problem? Are they internal or external to the organisation? How do they affect the problem?
  • What course resources can you use? (analytical models, material from your course etc.)
  • Clarify for your interviewers whenever you are making assumptions of your own, rather than re-stating facts.

Elicit additional information:

  • Demonstrate initiative by posing intelligent, probing questions to your interviewers - just as you would with a corporate client.
  • Listen and think carefully before formulating possible solutions.

Develop and analyse alternative solutions:

  • What are some possible solutions to the problem? What are the theoretical groundings of each?
  • What are the strengths and weaknesses of each solution? How do they compare? Do they offer long-term or short-term solutions?

Organising your analysis of alternatives so that it is clear and systematic.
Make recommendations:

  • Based on your analysis, which is the best solution? Why?
  • What is the theoretical grounding of your recommendation? Is it justified by your previous analysis?
  • Is your recommendation feasible? How can it be implemented?
  • If you need to make more than one recommendation to address separate issues, are your recommendations complementary? Prioritise them with a view to implementation.
  • Are your recommendations presented from the client’s perspective?

Presenting the analysis

  • In order to test your ability to communicate, you may need to summarise your conclusion as if you were recommending it to a client.
  • You may additionally be required to make a formal (stand-up) presentation of your recommendations.
  • Ensure that you are able to express clearly to your audience the central ideas of your conclusions and have clear supporting arguments.
  • Similarly, ensure clear presentation and logical structure for any written recommendations.
  • Be prepared to admit possible flaws in your reasoning.

0 thoughts on “Deloitte Case Study Group Discussion Rubric

Leave a Reply

Your email address will not be published. Required fields are marked *