45 mins interview with two interviewers, including both behavioral and 2 mini case questions. The interview was conversational with some Q&A questions to interviewee at the end. The behavioral questions started first and with one mini-case followed. Be prepared for the mini case questions in terms of how to collect data to measure the performance and recommend improvement for company's financials

The process started with an on-campus 1-on-1 interview. I can't remember what questions I got asked, but I do remember having a great strategy discussion with the interviewer. I think it's helpful to be conversant about what's happening with the company, even outside of the U.S., as well as having a working knowledge of how each of their major brands is positioned in the market. I was subsequently called in for on-site interviews at their Leadership Development Program (LDP) "super day", which took place at a corporate retreat facility in Covert, MI. There was a "pre-night" the evening before the interviews at which drinks and dinner were served and the candidates got to interact with recruiters and people from each business unit hosting an LDP. Overnight accommodations were both on-site at the retreat facilities and at a hotel in Stevensville, MI. The following day, candidates were split up into two groups: one group went on a bus tour of the Southwest Michigan area while the other group interviewed, and then the groups switched at lunchtime. If I recall, some candidates had as few as 3 one-on-one interviews, and others had up to 5. Interviews were with people from the business unit you're intereted in, as well as from HR. I do not recall being asked any technical questions--they were all behavioral and fit-based. One earlier person mentioned the STAR format of answering interview questions, which I think is advisable in any case of interviewing, but your answers don't have to be in STAR format, per se--there are other frameworks out there that work just as well (e.g., CAR, ACR)--the interviewers are not draconian about this. This super day happened the week following the public announcement of the factory closings in Fort Smith, AR and Neunkirchen, Germany that would result in 4,400 layoffs. I'm sure this was on every candidate's mind. But in each of our welcome packets was a letter from the CEO reaffirming his commitment to these leadership development programs as a critical way of moving the business forward in spite of contemporaneous layoffs elsewhere in the firm. That gesture went a long way toward easing my mind about that concern. Overall, it was a very positive experience that was comfortable for the candidates and showcased the people and culture of the firm very well. I was very impressed with the attention to detail and effort that went in to making candidates feel welcomed and sought after.