Recruitment process consulting for Management consulting: campus and lateral hiring that follows the pipeline
A consulting firm hires analysts from campuses once a year and managers from the market when a practice grows. Both are easier to get right when the numbers follow the sales pipeline.
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Share your requirementsWhy recruitment process consulting matters in management consulting
Consulting hiring can run on a calendar that has little to do with the work. Campus offers go out months before joining, lateral searches start when a partner is frustrated, and by the time a person joins the project they were hired for has changed. The bench grows or the team is thin.
A better process ties hiring to the pipeline. It sets a campus number with a margin, defines the lateral roles in terms of the clients they will serve and uses a case exercise and a conversation that look at the work itself. New joiners then arrive to a plan, and partners know why each hire was made.
How to set it up
1. Set the hiring number from the pipeline
Meet partners twice a year to list likely engagements by practice, then derive the teams needed. Add a margin for exits, and record the logic so numbers can be questioned.
2. Define each role by the work it will do
For campus analysts, list the first-year tasks. For lateral managers, name the practice, the type of client and the revenue expected. A clear role makes interviews sharper.
3. Use a case exercise that matches your work
A short written or live case on a problem like the ones the firm solves. Score structure, numbers, clarity and how the person handles missing information. Calibrate scores between interviewers.
4. Involve the people they will work with
Let an engagement manager and a consultant meet each shortlisted candidate. Ask what they would be like on a long engagement, not just in a short interview.
5. Plan joining dates and the first project
Hold a start date for each batch, assign a buddy and name the first engagement before joining. See onboarding for the first weeks.
Check these first
Before changing anything, find out what is true today. Use your own records for a defined period and note gaps in the evidence. The review may take longer if records are incomplete or spread across teams.
- Compare last year's campus hiring number with the number of analysts actually used by engagements.
- Read three case scores from different interviewers and see if they agree.
- List lateral hires from the last two years and how many are still with you.
- Ask a recent joiner what they knew about their first project before joining.
GullyHR can do this with you. Read how we approach recruitment process consulting in general, or share your requirements and we will tell you where to start.
Questions owners ask
Work it out from expected engagements, expected exits and the size of your bench. Add a small margin, not a large one. A fixed number from last year is a weak guide if your pipeline has changed.
One that looks like your real work, is short enough to complete and is scored against a written guide. Use the same case for all candidates in a round and review the scoring with all interviewers afterwards.
Yes when a practice needs a skill quickly, but they take time to fit your methods and clients. Define the role clearly, meet the person with several partners and review progress at three and six months.
We set up the interview and hiring process for management consulting
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.