When asked what they remember most about our firm’s recruiting process, colleagues often share stories about relationships built with those who encouraged them along the way. Perhaps it was a business analyst at an on-campus event or a partner sharing case interview tips—whoever it was made a difference by showing the collaborative spirit at the heart of our firm.
Brandon, a senior partner in DC, knows how essential these personal connections are to attracting top problem-solvers and leaders who share in our values and exhibit all the intrinsic traits we seek, such as integrity, mental flexibility, curiosity, resilience, and generosity. He appreciates the critical role talent attraction plays for the firm and has gathered a myriad of insights during the 15 years he has participated in recruiting for McKinsey.
Why is talent attraction important to you?
There are so many reasons, but if I boil it down, it’s because who we hire is probably the most consequential decision we make as a firm. McKinsey is a special place, but we can’t take that for granted. Keeping our development focused on culture and values, especially as we grow as much as we are, takes intentionality. I’m convinced that it starts—and ends—with the people who join us.
What have you learned about the firm through your recruiting efforts?
It may seem obvious, but if you spend enough time recruiting, you realize it’s all about making authentic human connections. Maybe that’s why I find it so rewarding. More importantly, I’m impressed with how our colleagues in Talent Attraction (the first faces candidates see) manage to make those genuine relationships at scale so consistently. It’s astonishing and something that sets McKinsey apart.
What has recruiting taught you about yourself?
That I can’t help but be brutally direct and open. I want every job seeker to make a good decision for themselves, and that requires information. I like offering a realistic lens into the firm. People sometimes aren’t expecting it, but honesty and transparency are among our values. Throughout the recruiting process, we aim to make sure the fit is right for each candidate as much as it is for us as a partnership.
Based on your experience with candidates, what does the future of our firm look like?
A lot has changed since 2006, when I first started recruiting. We seek out talent in far broader and more diverse pools, from recent graduates to seasoned experts in all fields, including tech, healthcare, user experience design, analytics, etc. We’re welcoming several-fold more colleagues each year into a wider variety of client-facing and internal roles, and integrating colleagues with more varied experiences, personal and professional. Still, so much is the same: we want colleagues who are smart, caring, driven, humble, curious, resilient, creative, empathetic, and motivated. We offer that talent the opportunity to work on really meaningful, purposeful work that positively affects people around the world and to develop significantly while they’re here. That—and the culture we cultivate with our values—makes this a very special place to work. I hope we never lose sight of that.