Liberal arts and humanities majors are often criticized for being “soft majors” – with unchallenging classes and lack of “real world” skill development leaving them unable to land competitive business jobs. Fortunately for all the budding English and Philosophy majors out there, that’s simply not true.

This is the second of my series on entering consulting from “non-business” backgrounds

It’s very common for those from a liberal arts/humanities background to be interested in management consulting. It’s a great introduction to business and opens many doors – from non-profit to government service, from corporate management to further schooling (eg, MBA, grad school, etc).

I’ve been receiving some feedback that much of this advice is tailored towards current and recent undergraduate students. I believe much of the advice to be broadly applicable but it’s most useful for this group because their career tracks are less restricted. If you’ve been a journalist for 10 years or a geneticist for 8 years, it’s tough to break into management consulting unless you shoot for an MBA or are in the top 1% of your field

As a liberal arts and humanities major, you may have the following concerns about your suitability for a consulting career:

• You don’t have enough business experience on your resume
• You don’t understand the consulting industry sufficiently
• Recruiters won’t give you a fair shot since they assume you have insufficient analytical/quantitative preparation
• You are nervous about the interview process, in particular, how to conquer those tough, complex case studies

In this post, I’ll address each of the above concerns, discuss what strengths you should market and develop, and share tips that will serve you well during the management consulting recruiting process.

What options are available as a liberal arts major?

• Global management consulting firms – while the industry is increasingly quantitative and analytical, the cornerstone of success is simply logical thinking. Plus, there’s a definite premium for creative insight. Some firms (eg, BCG) have a reputation for innovation in “out of the box” thinking
• Boutique consulting firms – the choices here are plenty, from industry specialists like Kurt Salmon in retail to functional specialists like Katzenbach in strategy and organizational issues

What are your strengths as a liberal arts major?

• Extra time outside of classes (assuming they’re less time-consuming) – hopefully you’ve leveraged this to tackle more extracurricular work, part-time jobs, and leadership opportunities
• Creative “out of the box” thinking – always tough to test/measure, but can be highlighted by showcasing your entrepreneurial initiatives, significant academic and professional risk-taking, etc
• Strong written and presentation skills – skillset #1 for consultants; opportunities to showcase these include in your cover letter, resume, and interview process

How do you mitigate perceived weaknesses as a liberal arts major?

In the order listed above, and this does not differ much from my post on engineers:

• Business experience – if you’re still in college, find business-related summer internships and part-time jobs during the school year (provided you can manage the workload). If you’re not, tailor your resume to focus on skills and experiences that consultants look for, such as people-leadership, quantitative impact, and entrepreneurial initiative
• Insufficient understanding of management consulting – its your responsibility to learn as much as you can. Check out Management Consulted; email me with questions; read the Vault Guide to Management Consulting; network with contacts in the industry
• Recruiting biases against liberal arts majors – a good GPA will go a long way towards addressing doubts about your analytical chops as it shows you can work hard and work smart; highlight analytical/quantitative jobs and experiences in your resume; become an expert at case studies so you can dominate them during the interviews. I will be writing posts about case studies in the future
• Insufficient recruiting preparation – like the second point, it’s dependent on the time and effort you invest; I offer a coaching service that you can look into; read this article and follow its advice

Stay connected:

I offer resume editing and interview prep. I’ll help you stand out from 1000’s of other applicants and land consulting jobs

This is the first of my series on entering consulting from “non-business” backgrounds – future posts include entering from liberal arts/humanities degrees and non-MBA grad schools

It’s very common for engineers to be interested in consulting – a professionally demanding, well-compensated job which opens many doors in business and beyond.

Another popular field is finance. Read more on the differences between consulting and finance here

As an engineer – whether thats electrical engineering, computer science, civil engineering, or any of the other quantitative and analytical fields – you may have the following concerns:

• You don’t have enough business experience on your resume
• You don’t understand the consulting industry sufficiently
• Recruiters won’t give you a fair shot since they assume you have no people-skills – preferring numbers and analytics
• You don’t have any recruiting preparation – in particular, how to tackle consulting interviews and case studies

In this post, I’ll address each of the above concerns, discuss what strengths you should market and develop, and share tips that will serve you well during the management consulting recruiting process.

What options are available as an engineer?

• Global management consulting firms – increasingly quantitative, increasingly analytical, and some of them (eg, McKinsey) have a reputation for hiring engineers, particularly in regions that serve high-tech clients
• Boutique consulting firms – especially those with technology-focused industry specializations (eg, semiconductors, telecom)
• Technology consulting firms – firms such as Accenture and IBM Business Consulting provide technology-heavy support and solutions to clients

What are your strengths as an engineer?

• Quantitative/analytical skills – applicants that have strong analytical capabilities are at an advantage. These skills are helpful with modeling (financial, operational), statistical analysis, and just basic analytical reasoning
• Success in a “tough” undergraduate major – generally speaking, engineering majors are tougher to complete – there’s more work involved and the academic content is more complex. Having a strong GPA in an engineering major shows recruiters that you work hard to accomplish your goals

How do you mitigate perceived weaknesses as an engineer?

In the order listed above:

• Business experience – if you’re still in college, find business-related summer internships and part-time jobs during the school year (provided you can manage the workload). If you’re not, tailor your resume to focus on skills and experiences that consultants look for, such as people-leadership, quantitative impact, and entrepreneurial initiative
• Insufficient understanding of management consulting – its your responsibility to learn as much as you can. Check out Management Consulted; email me with questions; read the Vault Guide to Management Consulting; network with contacts in the industry
• Recruiting biases against engineers – you can counter this by focusing on the following: presentation skills (practice interviews as much as you can); have a strong story about why you want to enter the industry; show a clear understanding of business news and current events; highlight your people-skills and teamwork/leadership experiences in resume and interviews
• Insufficient recruiting preparation – like the second point, it’s dependent on the time and effort you invest; I offer a coaching service that you can look into; read this article and follow its advice

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I offer resume/CV editing and interview preparation to help people break into management consulting. We’ll help you stand out from 1000’s of other applicants and land consulting job offers

So what are the differences between the two? First, I’ll start with the similarities:

1) Consulting travel will usually be a component
2) You’ll work in teams, interacting closely with clients
3) As an analyst/associate/consultant, your focus will be on data gathering, analysis, and presentation. In plain English, this means you’ll receive lots of data from your client, do calculations in Excel, combine that with thorough Internet research and some interviews, and put it into slides to share at meetings

But the differences are very important:

1) While the fundamentals of your work will be the same, the application of that work can vary. Boutique companies like Kurt Salmon typically focus on narrower questions and in fewer industries. At a Big 3 consulting firm (Bain, BCG, McKinsey) you receive exposure to different industries and functions (eg, strategy, operations, organization). In boutiques your exposure is more narrow – at Kurt Salmon, your primary focus would be on retail and consumer goods companies. This is both a pro (you start building expertise) and a con (what if you decide the retail sector is not for you?).

But again, the day-to-day will look very similar. The difference is in the longer-term.

2) As for travel – it depends. Some boutiques do a lot of traveling if they have an industry focus (Kurt Salmon is a well-regarded expert in the retail/consumer goods space, with clients spread throughout the US and internationally). But other boutiques have a more local focus (eg, Slalom Consulting) and thus you may travel very little – most of your work would be with area clients with whom your firm has developed a lasting relationship

3) While you’re guaranteed to work in teams and with clients, both the types of team members, types of clients and nature of interaction could be different. Boutiques have less coverage for clients overall, which could mean you’ll see significantly more client interaction from an early stage, and with more senior members (this is the norm – but I have heard of smaller consulting firms like ATKearney with enormous teams at the client, so it can vary). Your teams will usually be smaller, often with you and maybe one other person as the only real day-to-day presence at your clients. Each of these comes with its own set of pros and cons.

Further reading: Interview with an ATKearney Shanghai consultant

4) Culture can be vastly different

I use the example of a small liberal arts college (Brown) vs a large, public institution (UCLA).

Brown offers greater personalization and support, everyone knows your name, you’re a big fish in a small pond. At UCLA, its harder to standout. The support network is not personalized and easily accessible. While there are more opportunities, it’s up to you to seize them. You’re a small fish in a big pond, but the upside can be higher.

The analogy also applies to large city offices versus satellite/smaller city offices (for example, Bain’s San Francisco office versus their satellite offices in Texas. A great discussion of consulting office selection can be found in my interview with Marquis)

5) Future jobs/exit options. In particular I need to put a disclaimer here, because your situation is largely within your control and the actual situations vary widely. But when we discuss the ACCESS that you have to exit opportunities across industries and job functions, larger firms (like Boston Consulting Group) are the clear winner. Much larger alumni networks, more internally shared recruiting emails and advice, greater brand recognition, the list goes on. Boutiques, given their strong reputation in particular niches, offer plenty of opportunities in the same space – but are distinctly behind in offering opportunities to enter unrelated career paths. These corporate paths usually include (and this is not counting the many who enter graduate school):