1. UC3M
Managing People
Master in Management
Case Study
SG Cowen: New Recruits
Team members:
Ines Haitzinger
Karen Hintelmann
Leonie Steegers
Anny Yen
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2. Agenda
1. a) Why does Cowen focus on top business schools for
recruitment?
b) What other possible sources could Cowen have used?
2. a) How do you assess the way they select candidates?
b) What specific best practises would you recommend to assess
and select candidates?
3. Which 2 candidates would you select if you were a member of
the recruiting committee?
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12/02/21

3. SG Cowen’s current 1. a) Why does SG Cowen focus on top business schools for
selection methods recruitment?
Cowen’s aim is to find loyal and committed
candidates with a strong cultural fit.
Top candidates Candidate selection from the “next 15” top universities instead of
from top 25 limiting their search to the top 10.
universities ► Students from less prestigious schools are equally trained meet
Cowens requirements: loyalty, commitment, and cutural fit
Noncore schools Also students from noncore universities have a chance to be
recruited.
► They have to travel farther to SG Cowen’s headquarters; for the
company conveys a strong keenness to get in.
Former associates SG Cowen recruits tallented associates and interns who have
and interns previously gained work experience with them.
► Again, this method brings loyal and commited workforce to the
firm.
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4. 1 b) What other possible sources could Cowen
have used?
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5. 2 a) How do you assess the way they select
candidates?
On-Campus Round Super Saturday
Team captains at core university conducting Decision making carried out collectively by
informal interviews and rough assessments. Cowen's bankers.
Two or tree dates (at least one open one, the Highly motivating for bankers to decide.
rest closed through previously submitted ► It is positive that candidates do not depend
resumes). on one-vote decisions.
► Choosing candidates for Super Saturday. ► Furthermore the company's CEO is present
and provides support by holding insipiring
speeches to attract potential employees.
There is a potential bias in the selection -
process, due to personal preferences and due to
Decision makers want to get the -
procedure over with as quickly as possible, as
time constraints from the bankers’ side. event is organized in their free time.
May lead to the wrong choice of candidates.
Team captains get remunerated by year-end
bonuses and are held liable for the quality of the It is difficult for bankers to take the selection
candidates, but there is a high potential for bias decision based on whether the candidates would
due to different ways of pre-evaluation. be suitable only for working among their team, or
Senior employees are less demanding concerning whether they would also be suitable as co-
the candidate´s skills, junior associates are much managers.
stricter. Achieving consensus is also difficult.
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6. 2 b) What specific best practises would you
recommend to assess and select candidates?
Best practises
Online Data Pre-selects potential candidates automatically.
Profiles ► May send job and event offers to candiates and file
candidates' data for future reference.
Pre-selection Tests in which analytical and mathematical skills as well as the
online tests candidate’s reasoning are being tested online.
Phase interviews Aside from their on campus selection procedures. These may start
by a phone interview, continue with a pre-selection interview and
end at the 3rd or 4th stage with an interview with the board or
alternatively lead to an invitation to an assessment center.
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7. 3. Candidate Selection
Natalia Godlewska Martin Street
PROs PROs
hard-working & commited ability to adjust & carry out orders
speaks several languages ambitious
highest GPA confident personality
work experience presentation &
articulation skills
CONs CONs
• stiff & uncomfortable during small talk • no business experience
• level of English  trouble with impatient • lack of problem solving and creativity
co-workers • uncertainty about grades
• lack of cultural fit  frustration & low • involved in other selection processes 
loyalty possibility to change to other firm
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8. 3. Candidate Selection
Ken Goldstein Andy Sanchez
PROs PROs
valuable work experience very strong entrepreneurial spirit
excellent recommendation enthusiastic and social personality
strong social skills perfect cultural fit
highly commited & loyal highly ambitious
CONs CONs
• married and kids  lower willingness to Below average school results  but
work 24/7 excellent GMAT and SAT results; had to
• difficulties to take orders from superiors work during school
due to own leadership experience may not be able to detach from his own
firm
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