ubs case study interview

These are the interview questions you'll be asked at UBS

So, let’s say hypothetically you've managed to land an interview at UBS. You’ve worked hard to get to this point, and you’re very proud of your achievement. As you should be: not everyone gets to the interview stage when applying to UBS, it's an achievement in itself!

Now all you need to do is survive the interview. Instead of meditating, fretting about your suitability, or planning what to spend your first month's salary on, you need prepare, prepare and prepare again. You need to know the questions you'll be asked so that you can survive whatever's thrown at you and persuade the line manager or recruiter who'll be interviewing you that you're best for the job.

Below, we've summarized the most common UBS interview questions from the recent hiring round, for the investment banking division (IDB - M&A , equity capital markets and debt capital markets) , for markets ( sales and trading ) and for technology.  If you're interviewing for any of these roles, you'll need to be able to answer the questions below - at least.

IDB (Investment Banking Division) interview questions at UBS

Using your knowledge of the current financial climate, can you propose an M&A deal that you think should happen?

What is the role of a Corporate Client Solutions team?

We’re creating a DCF (discounted cash flow) for a company that has plans to acquire a factory for $100 in cash in year four. The present enterprise value of our company is currently $200 according to the DCF.  How would we change the DCF to account for the factory purchase, and what would our new Enterprise Value be?

In the Enterprise Value formula, why is the cash subtracted?

To the best of your ability, tell us about a deal that UBS has made recently.

Explain to me how a DCF is constructed and implemented.

Explain to me how an LBO (leveraged buyout) is constructed and implemented.

To calculate fully diluted shares, what would you do?

An equity investor can predict what kind of return they can expect on their investment in a given company using cost of equity, but what sort of information could they get using dividends?

A company is acquiring another company with a P/E of 14. What will the cost of debt need to be to make this deal accretive?

Sales and trading interview questions at UBS 

What interests do you have other than trading?

Given the choice, using your knowledge of the current financial climate, which company would you invest in?

What are your opinions on what the world will be like in the year 2050?

Pick a stock of your choice, then pitch it to me.

What sort effect might a macro event have on your stock?

How is the risk (the Brownian motion part) constructed in HJM (Heath-Jarrow-Morton) model?

Tell me about a recent development in the market?

Tell me about a trend that you know of in the current market?

To the best of your ability, define VaR.

If 80% of Ford's sales are in Europe, what would happen to company's annual revenue if the exchange rate declined from 1.5 to 1.

To the best of your ability, define Basell III.

Technology interview questions at UBS

What advantages does Object Oriented Programming provide over other language types?

Give me a detailed breakdown of the OSI (Open Systems Interconnection) Model.

What would the SCRUM methodology entail?

What is a Prince2 methodology?

What is the difference between TCP (transmission control protocol) and UDP (user datagram protocol)?

How would you check, on a Unix system, if process is alive/running on the machine?

What are benefits of using ConcurrentHashMap over synchronized HashMap?

What is the Fibonacci sequence and how can you program that using recursion?

Explain to me what Composite Pattern is, using File System sources as an example.

Sources:  Glassdoor.com;  WallStreetOasis.com;  Vault.com

Photo: Stephiii/Getty 

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UBS Interview Questions & Answers

• Updated March 7, 2024
• Published May 10, 2023

Embarking on the journey towards securing a position at UBS is not just about preparing for an interview; it’s about aligning your career aspirations with the values and objectives of one of the leading global financial services institutions. If you’re gearing up for a UBS interview, you’re stepping into an opportunity to join a company renowned for its commitment to excellence, innovation, and sustainability in the financial sector.

This article is tailored to help you navigate through the commonly asked UBS interview questions, arming you with the strategies and insights needed to present your best self and make a lasting impression.

What is UBS?

UBS stands at the forefront of the global financial services industry, offering a broad spectrum of services across wealth management, investment banking, asset management, and retail banking. Known for its worldwide presence and esteemed reputation, UBS is dedicated to providing bespoke financial solutions, leveraging its deep market insights and innovative approaches to meet the complex needs of its diverse clientele. According to reports from financial analysts and institutions like the Financial Times [[Financial Times, “ https://www.ft.com/ubs-group “]]  and Bloomberg [[Bloomberg, “ https://www.bloomberg.com/profile/company/UBSG:SW?leadSource=uverify%20wall “]], UBS’s strategic focus on client-centric services, digital transformation, and sustainable finance initiatives positions it as a leader in navigating the intricacies of the global financial landscape

UBS Interview Process

When applying for a position at UBS, it’s important to understand the interview process and prepare effectively. Here’s what you can expect during the interview process:

• Initial Screening : You will likely start with an initial screening involving a phone interview or an online application. This is an opportunity for the hiring team to assess your qualifications, skills, and experience related to the position. Ensure to highlight your relevant expertise and express your interest in working for UBS.
• Technical and Behavioral Interviews : If you pass the initial screening, you will progress to the next stage, which typically includes technical and behavioral interviews. The technical interview will evaluate your knowledge and expertise in areas relevant to the position, such as finance, investment banking, or wealth management. Be prepared to answer technical questions and solve problems related to the role. The behavioral interview will assess your soft skills like teamwork, communication, leadership, and problem-solving abilities. Prepare examples that demonstrate your past experiences and achievements.
• Assessment Tests : UBS may require you to complete assessment tests depending on the position. These tests can vary but often assess your aptitude in areas such as numerical reasoning, critical thinking, and analytical skills. Practice these skills beforehand to perform well on the tests.
• Case Study or Group Exercise : UBS may include a case study or group exercise in the interview process for certain roles. This exercise aims to evaluate your ability to analyze complex problems, collaborate with others, and present your findings or solutions effectively. Prepare by familiarizing yourself with case study frameworks and practicing teamwork and presentation skills.
• Final Interviews : If you impress the interviewers during the earlier stages, you may be invited for final interviews. These interviews are typically conducted by senior leaders or executives within the organization. They will assess your fit with UBS’s culture, values, and long-term career potential. Prepare by researching the company, understanding its business strategies, and preparing thoughtful questions demonstrating your genuine interest in the organization.
• Reference and Background Checks : Before extending an offer, UBS may conduct reference and background checks to verify the information you provided and gain insights from your previous employers or colleagues. Ensure that you have a list of professional references readily available.
• Offer and Negotiation : If you successfully progress through the interview stages and pass the reference and background checks, UBS may extend a job offer. Take the time to carefully review the offer, including the compensation package, benefits, and other terms. If necessary, negotiate aspects of the offer to ensure it aligns with your expectations and needs.

Remember to be well-prepared, showcase your relevant skills and experiences, and demonstrate a genuine interest in working for UBS throughout the interview process.

UBS Interview Questions

Below we discuss the most commonly asked UBS interview questions and explain how to answer them.

1. Tell me about yourself

Interviewers ask this question to assess your communication skills, confidence, and how you can articulate your professional background succinctly. Focus on highlighting your relevant experience, key accomplishments, and passion for the role to make a strong first impression.

“Sure, I’d be happy to! I have a strong background in finance and investment management, with over six years of experience in the industry. My expertise lies in analyzing market trends, identifying lucrative investment opportunities, and optimizing portfolio performance for clients. At my previous role, I successfully managed a diverse portfolio of high-net-worth individuals, consistently delivering impressive returns.

Outside of work, I’m an avid problem solver, always seeking innovative ways to tackle challenges. I value teamwork and believe in fostering a collaborative environment to achieve collective goals. UBS’s reputation for excellence in financial services aligns perfectly with my career aspirations. I’m confident that my skills, dedication, and passion for finance will make a valuable contribution to UBS’s continued success.”

2. Why do you want to work here?

Interviewers ask this question to gauge your level of interest and alignment with the company’s values and goals. Focus on expressing your genuine enthusiasm for UBS, citing specific aspects like its industry reputation, global presence, or opportunities for career growth, to showcase your dedication to joining the organization.

“UBS is a global leader in the financial industry, with a strong and inclusive culture, a clear vision, and a commitment to sustainable impact. I want to work here because I share these values and I believe I can contribute to the success of the firm and its clients.

UBS has a reputation for being a trusted partner for its clients, offering personalized, relevant, and seamless solutions. As someone who is passionate about delivering excellent service and creating value, I am impressed by how UBS puts clients at the heart of everything it does. I also admire how UBS connects people, ideas, and opportunities to create a global ecosystem for investing, where thought leadership is impactful and innovation is encouraged.

Moreover, UBS is not only focused on the present, but also on the future. UBS acts to drive long-term positive value creation, contributing to a better world for its stakeholders, society, environment, and future generations. This resonates with me deeply, as I care about making a difference and leaving a positive legacy.

In summary, I want to work at UBS because it aligns with my personal and professional goals. I am eager to join a firm that has a strong culture, a clear vision, and a sustainable impact. I am confident that I have the skills, experience, and attitude to be an asset to UBS and its clients.”

3. Walk me through your resume

Interviewers ask this question to understand your professional journey, achievements, and how your experiences align with the position. Focus on providing a concise and chronological overview of your work history, highlighting key accomplishments, skills, and relevant experiences that demonstrate your suitability for the role.

“I have a bachelor’s degree in finance from the University of Dhaka, where I graduated with honors and received several academic awards. During my studies, I developed a strong interest in financial markets, corporate finance, and risk management.

After graduating, I joined ABC Bank as a financial analyst, where I worked for two years. There, I was involved in various projects, such as preparing financial statements, conducting market research, performing valuation and due diligence, and assisting senior managers with client presentations and proposals. I gained valuable experience in analyzing financial data, using various tools and models, and communicating effectively with internal and external stakeholders.

Last year, I decided to pursue my master’s degree in finance at the London School of Economics, where I am currently enrolled. This program has enhanced my knowledge and skills in advanced topics, such as financial engineering, portfolio management, and behavioral finance. I have also participated in several extracurricular activities, such as the student investment club, the case competition team, and the finance society.

Throughout my academic and professional journey, I have demonstrated a passion for learning, a drive for excellence, and a commitment to teamwork. I believe these qualities make me a suitable candidate for UBS, as I share the firm’s values and vision. I am excited to apply my skills and experience to contribute to UBS’s success and growth.”

4. Why should we hire you?

Interviewers ask this question to assess your self-awareness and confidence in explaining how your skills and experience uniquely meet the company’s needs. Focus on showcasing your specific qualifications, achievements, and how you can contribute to UBS’s success, aligning your strengths with the requirements of the position, and making a compelling case for your candidacy.

“You should hire me because I have the skills, experience, and attitude that match the requirements and expectations of this position. I have a strong background in finance, with a bachelor’s degree from the University of Dhaka, a master’s degree from the London School of Economics, and two years of work experience as a financial analyst at ABC Bank. I have proven my ability to perform financial analysis, valuation, due diligence, and market research, using various tools and models, and to communicate effectively with clients and colleagues.

I am also passionate about learning and growing professionally, which is why I chose to pursue my master’s degree and to participate in various extracurricular activities. I have gained advanced knowledge and skills in topics such as financial engineering, portfolio management, and behavioral finance, which I believe are relevant and valuable for UBS. I have also demonstrated my leadership, teamwork, and problem-solving skills by being part of the student investment club, the case competition team, and the finance society.

Furthermore, I share UBS’s values and vision of being a trusted partner for its clients, offering personalized, relevant, and seamless solutions, and creating a positive impact on society and the environment. I am impressed by how UBS connects people, ideas, and opportunities to create a global ecosystem for investing, where thought leadership is impactful and innovation is encouraged. I am eager to join UBS and contribute to its success and growth.”

5. What is your greatest professional achievement?

Interviewers ask this question to evaluate your ability to deliver results and overcome challenges in your career. Focus on highlighting a specific accomplishment that showcases your skills, leadership, and impact, demonstrating how it aligns with the qualities sought by UBS for the role you’re applying for.

“My greatest professional achievement was when I successfully completed a complex valuation and due diligence project for a potential merger and acquisition deal at ABC Bank. I was the lead analyst on this project, which involved analyzing the financial performance, growth prospects, and synergies of the target company, as well as preparing a detailed report and presentation for the senior management and the client.

This project was challenging because it had a tight deadline, a large amount of data, and high stakes. I had to work efficiently and effectively, using various tools and models, such as discounted cash flow, comparable companies, and precedent transactions. I also had to coordinate with my team members, who were located in different offices, and communicate clearly and persuasively with the stakeholders.

I am proud of this achievement because I delivered a high-quality output that met the expectations and requirements of the project. The senior management and the client were impressed by my work and praised me for my professionalism, accuracy, and creativity. The project also resulted in a successful deal that generated significant value for both parties. This experience demonstrated my skills and abilities in financial analysis, valuation, due diligence, and project management.”

6. Can you tell me about a time when you had to handle a difficult situation with a client?

Interviewers ask this question to assess your ability to handle challenging situations with clients, which is an essential skill in many job roles. In your answer, you should focus on your actions to resolve the issue and how you maintained a positive relationship with the client.

“Certainly! During my previous role at XYZ Company, I encountered a challenging situation with a client that required tact and problem-solving skills. The client was dissatisfied with our product due to a technical glitch, and their frustration was evident in their interactions with our team. Instead of getting defensive, I took a proactive approach.

First, I actively listened to the client’s concerns to understand the depth of the issue. I empathized with their frustration and demonstrated my commitment to resolving the problem. Then, I collaborated with our technical team to devise a solution and ensure a swift resolution.

To address the client’s immediate needs, I provided temporary workarounds and communicated regular updates on the progress of the permanent fix. This transparency helped build trust and alleviate their concerns. Additionally, I personally followed up with the client after the issue was resolved to ensure their satisfaction.

To prevent similar issues in the future, I initiated a thorough review of our product’s quality assurance processes. I proposed several improvements, including additional testing and implementing a client feedback loop. These measures resolved the immediate situation and helped enhance our product and overall customer experience.

Overall, this experience taught me the importance of active listening, empathy, and effective communication when handling difficult client situations. I believe that these skills, combined with my passion for providing exceptional service, make me well-suited for a role at UBS.”

7. How do you prioritize your tasks with multiple competing deadlines?

Employers ask this question to understand how you manage your workload and ensure that important tasks are completed on time. In your response, you should focus on highlighting your organizational skills and explain how you prioritize tasks based on their urgency and importance.

“When faced with multiple competing deadlines, I employ a systematic approach to prioritize my tasks effectively. Firstly, I start by assessing the urgency and importance of each deadline. By carefully evaluating the impact and time sensitivity of each task, I gain clarity on the order in which they need to be addressed.

Next, I break down each project into smaller, manageable tasks, setting specific milestones and deadlines for each. This enables me to allocate my time and resources efficiently. I also consider any dependencies or interdependencies among tasks, ensuring I tackle them logically.

Moreover, I regularly communicate with stakeholders and team members to gain insights into their priorities and align my efforts accordingly. This collaborative approach helps me navigate conflicting deadlines by understanding the bigger picture and making informed decisions.

I leverage project management tools and techniques to stay organized, such as creating to-do lists, using digital calendars, and employing productivity apps. These tools assist me in tracking progress, managing deadlines, and adjusting my priorities as needed.

Lastly, I remain adaptable and agile, ready to reprioritize if circumstances change or new urgent tasks arise. I consistently deliver high-quality work within deadlines, even in demanding situations, by staying focused, organized, and flexible.

Based on my experience and proven ability to manage competing deadlines effectively, I am confident that I can excel in a role at UBS.”

Related :  Time Management & Prioritization Interview Questions & Answers

8. Tell me about when you had to work under pressure to meet a deadline.

This question evaluates your ability to work effectively in a fast-paced environment and meet deadlines. You should focus on how you managed your time and resources to complete the task and any strategies you used to stay focused and motivated and emphasize your ability to deliver quality work, even when under pressure.

“In my previous role at ABC Company, I encountered a situation where a critical project suddenly faced unexpected delays, putting us under immense pressure to meet a strict deadline. With limited time available, I quickly sprang into action.

Firstly, I gathered the team and communicated the situation’s urgency, emphasizing the importance of a collective effort. We held a brief but focused meeting to reassess our tasks, identify potential bottlenecks, and allocate resources effectively.

I organized the workload to optimize productivity based on each team member’s strengths and expertise. I encouraged open communication and collaboration, fostering a supportive environment where team members could share ideas and offer assistance to one another.

To stay on track, I implemented a structured schedule, setting clear milestones and deadlines for each phase of the project. This allowed us to monitor progress closely and make necessary adjustments.

Furthermore, I maintained open lines of communication with stakeholders, providing regular updates on our progress and managing expectations. I ensured transparency and maintained a sense of shared responsibility by keeping everyone informed.

Finally, I adopted a calm and composed approach, leading by example and encouraging the team to remain focused and motivated. We successfully met the deadline through effective coordination, diligent effort, and efficient problem-solving and delivered a high-quality outcome.

This experience taught me the value of resilience, adaptability, and effective teamwork under pressure. I believe these qualities, combined with my strong work ethic and dedication, make me well-equipped to handle similar situations at UBS.”

9. Describe a situation where you had to collaborate with a team to achieve a common goal.

Employers ask this question to assess your ability to work effectively in a team environment. In your response, you should highlight your communication and collaboration skills and your ability to build relationships and resolve conflicts.

“In my previous role at XYZ Company, I encountered a project that required seamless collaboration among team members to achieve a common goal. We were tasked with launching a new product within a tight timeframe, and success relied heavily on effective teamwork.

To foster collaboration, we held a kickoff meeting where we defined roles, responsibilities, and expectations. Each team member brought unique expertise to the table, and we encouraged open dialogue to ensure everyone’s insights were considered.

We organized regular team meetings throughout the project to discuss progress, address challenges, and share ideas. These sessions allowed us to align our efforts, identify gaps, and collectively brainstorm solutions. We fostered a supportive environment where everyone felt comfortable offering suggestions and seeking assistance when needed.

Moreover, we utilized collaboration tools and software to facilitate communication and document sharing. This streamlined our workflow, ensuring that everyone had access to real-time updates and relevant information.

One specific instance highlighting our successful collaboration was when we encountered an unexpected setback threatening our timeline. Instead of panicking, we quickly regrouped, leveraged each team member’s strengths, and devised a revised plan. We overcame the challenge through open communication, flexibility, and collective problem-solving and successfully launched the product on schedule.

This experience reinforced the significance of collaboration in achieving shared objectives. I firmly believe in the power of teamwork, and I’m confident that my collaborative skills, adaptability, and dedication will contribute positively to the team at UBS.”

Related :  Teamwork Interview Questions & Answers

10. Have you ever had to deal with a difficult co-worker? How did you handle it?

This question evaluates your ability to work with challenging individuals and resolve conflicts. You should focus on your specific actions to address the situation, such as having a direct conversation with the co-worker, seeking help from a supervisor, or finding a mutually agreeable solution.

“Yes, I have encountered challenging co-workers in the past. At my previous job, a co-worker often disagreed with my ideas and created a tense work environment. To address this, I decided to approach the situation with empathy and open communication. First, I scheduled a meeting with the individual to discuss our differences and find common ground. During the conversation, I actively listened to their concerns and shared my perspective calmly and respectfully.

I acknowledged their ideas and tried to find areas of compromise. Additionally, I suggested involving our supervisor to mediate if needed. Through this approach, we were able to establish better understanding and cooperation. Eventually, we found a way to collaborate effectively and even developed mutual respect for each other’s opinions. It taught me the importance of addressing conflicts directly and professionally, ultimately improving the overall team dynamics.”

11. Tell me about a time when you had to make a difficult decision.

Interviewers ask this question to assess your decision-making skills and your ability to handle tough situations. In your answer, you should focus on the steps you took to make the decision, the factors you considered, and the outcome.

“Certainly. In my previous role, I was faced with a challenging decision regarding a critical project deadline. Our team was falling behind schedule, and meeting the client’s expectations seemed impossible without compromising quality. To address this, I gathered all the relevant data, including the current progress, available resources, and potential risks. After careful analysis and consulting with my team members, I realized that meeting the original deadline would compromise the quality of the deliverables and harm the client relationship.

Recognizing the importance of maintaining trust, I approached our client proactively, explaining the situation and proposing a revised timeline that ensured a high-quality outcome. This decision was not easy, but it demonstrated my commitment to transparency and delivering the best results. By engaging in open communication with the client, we reached a mutual agreement that prioritized quality and timeliness. Ultimately, the project was successfully completed, and the client appreciated our honesty and dedication to their satisfaction.”

12. How do you handle conflicts within a team or with a manager?

Interviewers ask this question to understand how you handle difficult situations and interactions with others. Conflict is inevitable in any workplace, and employers want to know that you can handle it professionally and effectively. You should demonstrate your ability to address conflicts directly and openly in your answer. You should also focus on your ability to maintain positive relationships with colleagues and managers, even in difficult situations.

“When it comes to conflicts within a team or with a manager, I believe in proactive and open communication as the key to resolution. Firstly, I actively listen to all parties involved, ensuring that I understand their perspectives and concerns. Then, I strive to find common ground and identify areas of compromise. I suggest involving a neutral third party, such as a mediator or supervisor, to facilitate a constructive discussion.

I aim to foster trust and encourage everyone’s input by encouraging a respectful and collaborative environment. Additionally, I remain flexible and adaptable, willing to adjust my own approach or opinions when presented with valid arguments or alternative solutions. Ultimately, my goal is to reach a mutually beneficial resolution that preserves relationships and promotes team cohesion. I firmly believe that conflicts can be opportunities for growth and improvement when handled professionally and focused on finding common ground.”

Related :  Conflict Resolution Job Interview Questions & Answers

13. Describe a situation where you had to adapt to a new environment or unexpected changes.

Interviewers ask this question to assess your adaptability and ability to handle change. In your answer, you should focus on explaining how you identified the need to adapt and what steps you took to adjust. You should also focus on any skills you utilized to successfully navigate the change and how you learned from the experience.

“Absolutely. I was assigned to a cross-functional project team in my previous role with members from different departments and varying work styles. Initially, adapting to the new environment and establishing effective collaboration was challenging. However, I quickly recognized the need for flexibility and open-mindedness. I took the initiative to understand each team member’s strengths, communication preferences, and goals. B

y doing so, I was able to tailor my approach and adapt my working style to complement theirs. Additionally, I remained calm and focused when unexpected changes occurred, such as shifting project priorities or tight deadlines. I proactively communicated with the team, reassessed our plans, and reallocated resources as needed. This flexibility enabled us to navigate the changes smoothly and deliver the desired outcomes successfully. Through this experience, I learned the importance of embracing change, being adaptable, and fostering a collaborative mindset to thrive in dynamic environments.”

14. How do you approach problem-solving?

Interviewers ask this question to gauge your analytical and critical thinking skills. In your answer, you should focus on describing your problem-solving process, such as identifying the problem, gathering information, generating solutions, evaluating options, and implementing the chosen solution.

“When it comes to problem-solving, I follow a structured and analytical approach. Firstly, I gather all the necessary information and facts about the problem. I ask questions and actively listen to different perspectives to gain a comprehensive understanding. Once I clearly understand the situation, I analyze the data and break down the problem into smaller, manageable components. This helps me identify the root causes and potential solutions.

I then evaluate each option based on feasibility, impact, and alignment with the desired outcomes. Collaboration is crucial in my problem-solving process, so I seek input from team members or subject matter experts, encouraging diverse ideas and fostering a sense of ownership. Finally, I make a well-informed decision and develop an action plan, ensuring clear communication and accountability. Throughout the process, I remain adaptable and open to feedback, recognizing that problem-solving is an iterative journey that requires continuous learning and improvement.”

15. Can you give an example of a successful project you managed from start to finish?

Interviewers ask this question to evaluate your project management skills and your ability to see projects through to completion. In your answer, you should focus on explaining how you planned and organized the project, communicated with stakeholders, tracked progress, and dealt with any challenges that arose.

“In my previous role, I managed a project to implement a new customer relationship management system to streamline our sales processes. From the outset, I assembled a cross-functional team with sales, IT, and marketing representatives. We started by conducting a thorough needs assessment to understand our sales team’s requirements and pain points. Based on this, we researched and evaluated various CRM solutions in the market to find the best fit for our organization. Once we selected the system, I created a detailed project plan outlining the timeline, milestones, and allocated resources.

I ensured open communication and collaboration throughout the project, conducting regular team meetings and progress updates. We encountered challenges, such as data migration complexities and user adoption resistance, but I addressed them promptly, leveraging effective change management strategies and providing training and support to the team. In the end, we successfully implemented the CRM system, resulting in improved sales efficiency, enhanced customer insights, and increased revenue.”

16. Tell me about when you had to convince someone to change their opinion or approach.

Interviewers ask this question to evaluate your persuasion skills and your ability to influence others. In your answer, you should focus on explaining the situation, the person you were trying to convince, and the reasons for the change.

“In a recent project, our team was divided on the best strategy to pursue. One team member strongly believed in a particular approach that I felt was not aligned with our objectives. To address this, I scheduled a one-on-one meeting with them to understand their perspective and concerns. I actively listened to their reasoning and acknowledged the value of their ideas. Then, I presented my own analysis and supporting evidence for an alternative approach that I believed would yield better results. Instead of imposing my viewpoint, I engaged in a constructive dialogue, highlighting the potential benefits of the proposed approach.

Through effective communication and mutual respect, I shifted their opinion and gradually gained support. In the end, we reached a consensus and adopted a more effective strategy that aligned with our goals. This experience taught me the importance of active listening, empathy, and presenting a well-reasoned argument when persuading others to change their opinions or approaches.”

17. How do you manage your time and stay organized?

Interviewers ask this question to assess your time management and organizational skills. In your answer, you should describe any specific tools or techniques you use to manage your time and stay organized, such as to-do lists, calendars, or project management software.

“When it comes to time management and staying organized, I rely on a combination of strategies and tools. Firstly, I prioritize tasks by assessing their urgency and importance. I create a to-do list or leverage project management software to keep track of my responsibilities. Setting clear goals and deadlines ensures that I stay focused and productive. Additionally, I break down larger tasks into smaller, manageable steps, allowing me to tackle them more efficiently.

To optimize my productivity, I leverage time-blocking techniques to allocate specific time slots for different activities. This helps me maintain a structured schedule and avoid unnecessary distractions. Regularly reviewing and adjusting my plans allows me to adapt to changing priorities and maintain flexibility. Furthermore, I utilize digital calendars and reminders to stay on top of deadlines and meetings. By implementing these strategies, I am able to effectively manage my time, meet deadlines, and stay organized in a fast-paced work environment.”

18. Describe when you had to deal with ambiguity or uncertainty.

Interviewers ask this question to evaluate your ability to handle ambiguity and uncertainty. In your answer, you should focus on explaining the situation and how you navigated the ambiguity or uncertainty. You should also focus on specific skills or strategies, such as asking questions, seeking input from others, or using data to inform decisions.

“Certainly. I was assigned to a new project with limited initial information and a tight deadline in my previous role. The project requirements were vague, and there were frequent changes in scope. To tackle this situation, I took a proactive approach. Firstly, I engaged in extensive research to better understand the project’s objectives and the industry landscape. I reached out to stakeholders and team members to gather insights and perspectives.

By embracing the ambiguity, I sought clarification through regular communication and asked pertinent questions to fill the information gaps. I remained adaptable and flexible, willing to adjust my plans as new information emerged. By establishing a collaborative environment and fostering open communication, I could navigate the uncertainty successfully. The project not only met the client’s expectations but also exceeded them. This experience taught me the importance of embracing ambiguity, maintaining a positive mindset, and actively seeking solutions when faced with uncertainty.”

19. Have you ever made a mistake at work? How did you handle it?

Interviewers ask this question to assess your accountability, problem-solving abilities, and honesty. In your answer, you should focus on describing a specific mistake you made, how you took responsibility for it, and the steps you took to resolve the issue. You should also focus on the lessons you learned from the experience and how you’ve applied them to future situations.

“In my previous role, I made an error in a financial report that I submitted to my supervisor. As soon as I discovered the mistake, I immediately owned up to it and took full responsibility. I immediately informed my supervisor, providing them with a detailed explanation of the error and its potential impact. To rectify the situation, I proposed a plan of action, which involved reviewing and correcting the report and implementing additional quality control measures to prevent similar mistakes in the future. I learned from the experience by analyzing the root cause of the error and identifying areas where I could improve my attention to detail.

Being proactive and transparent about the mistake demonstrated my commitment to integrity and accountability. My supervisor appreciated my honesty and praised my swift action in addressing the issue. This incident taught me the importance of learning from mistakes, taking immediate corrective action, and maintaining open communication in the workplace.”

20. How do you handle constructive criticism or feedback?

Interviewers ask this question to determine your ability to accept feedback and improve your performance. In your answer, you should describe when you received constructive criticism or feedback and how you responded to it.  You should also explain how you listened to the feedback, reflected on it, and took action to improve.

“When it comes to receiving constructive criticism or feedback, I view it as an opportunity for growth and improvement. I listen attentively to the feedback, ensuring I fully understand the shared perspective. Rather than taking it personally, I remain open-minded and appreciate the insights provided. I ask clarifying questions to gain a deeper understanding and seek specific examples to help me identify areas for development.

Once I have processed the feedback, I reflect on how I can incorporate it into my work and make positive changes. I view constructive criticism as valuable guidance that can help me enhance my skills and performance. Furthermore, I actively seek feedback regularly, not just when it is given to me. By doing so, I create a culture of continuous improvement and foster open communication within the team. Handling constructive criticism in this manner allows me to embrace feedback as a means to grow personally and professionally.”

Related :  KeyBank Interview Questions & Answers

21. Tell me about a time when you had to work with a difficult client.

Interviewers ask this question to evaluate your communication and interpersonal skills. In your answer, you should focus on describing a specific situation where you had to work with a difficult client, the challenges you faced, and how you resolved the situation.

“In a previous role, I had the opportunity to work with a challenging client who had high expectations and a demanding communication style. To effectively navigate this situation, I focused on building a strong rapport with the client from the beginning. I proactively scheduled regular check-ins and established clear lines of communication. By actively listening to their concerns and understanding their needs, I was able to address their expectations more effectively.

I remained calm and professional when conflicts arose, striving to find mutually beneficial solutions. I consistently provided regular updates, ensuring transparency and building trust. Through patience, empathy, and a dedication to exceptional service, I was able to establish a positive working relationship with the client. By going above and beyond to meet their expectations, I successfully resolved their concerns and built a long-lasting partnership. This experience taught me the importance of effective communication, adaptability, and customer-centricity in managing difficult clients.”

22. How do you maintain a positive attitude and work ethic in challenging situations?

Interviewers ask this question to assess your resilience and ability to work under pressure. In your answer, you should focus on describing when you faced a challenging situation at work, how you managed your emotions, and how you maintained a positive attitude.

“When faced with challenging situations, I believe in maintaining a positive attitude and strong work ethic. Firstly, I remind myself of the bigger picture and the goals I aim to achieve. By focusing on the positive outcomes, I stay motivated and resilient. Secondly, I seek support from my team members or colleagues, fostering a collaborative environment. Sharing ideas and perspectives allows us to find creative solutions and support one another.

Additionally, I break down complex tasks into smaller, manageable steps. This approach helps me stay organized and focused, preventing overwhelm. Moreover, I celebrate small milestones along the way, acknowledging progress and keeping morale high. I also practice self-care to manage stress, ensuring I have the energy and mental clarity to tackle challenges. I consistently uphold a strong work ethic and overcome challenges effectively by maintaining a positive mindset, staying connected with my team, and taking care of my well-being.”

23. Describe a situation where you had to take the initiative and lead a project or team.

Interviewers ask this question to evaluate your leadership and decision-making abilities. In your answer, you should focus on describing a specific project or situation where you had to take the initiative and lead a team. You should also explain how you motivated your team, delegated tasks, and made decisions that led to successful outcomes.

“In my previous role, I noticed a gap in our company’s customer service training program, which was impacting our customer satisfaction ratings. Recognizing the need for improvement, I took the initiative to lead a project aimed at revamping the training curriculum. I conducted research, analyzed customer feedback, and collaborated with stakeholders to identify key areas for enhancement. Taking charge of the project, I assembled a cross-functional team and assigned specific tasks and responsibilities. I facilitated regular meetings to track progress, address challenges, and ensure alignment with our objectives.

Additionally, I established clear communication channels and provided ongoing support and guidance to team members. The project was successfully executed through my leadership, resulting in a revamped training program that improved customer service skills and positively impacted our customer satisfaction scores. This experience taught me the importance of proactivity, effective collaboration, and taking ownership to drive meaningful change within a team or project.”

24. Tell me about when you had to learn a new skill or adapt to new technology.

Interviewers ask this question to assess your ability to learn and adapt to new situations. In your answer, you should describe a specific situation where you had to learn a new skill or adapt to new technology. You should also explain how you approached the learning process, what resources you used, and how you applied the new knowledge to your work.

“In my previous role, our organization implemented a new project management software to enhance productivity and collaboration. As a team member, I recognized the need to quickly adapt to this new technology and become proficient in its usage. To achieve this, I took a proactive approach. I learned self-guided by exploring online resources, tutorials, and user guides. Additionally, I leveraged internal training sessions and sought guidance from more experienced colleagues.

I allocated time each day to practice and familiarize myself with the software’s features. Furthermore, I volunteered to lead a small project using the new software, which provided hands-on experience and allowed me to become a resource for others. By embracing the learning process and seeking opportunities to apply the new skill, I swiftly adapted and contributed to our team’s projects. This experience reinforced my belief in the value of continuous learning and my ability to acquire new skills or adapt to new technologies quickly.”

25. How do you ensure that your work meets quality standards?

Interviewers ask this question to assess your attention to detail and commitment to quality. In your answer, you should focus on describing your approach to quality control, how you review your work to ensure accuracy and completeness, and any tools or resources you use to check for errors or omissions.

“To ensure my work meets quality standards, I follow a few key steps. First, I carefully review the requirements and specifications to ensure I fully understand what is expected. Then, I create a detailed plan or checklist to ensure that I cover all necessary steps and that I am able to track my progress. During the execution of my work, I keep detailed records of my activities and results to ensure that I can easily identify any issues or areas for improvement.

Finally, I always thoroughly review my work to check for any errors or oversights. I also welcome feedback from my colleagues or supervisors, as it can often provide valuable insights that can help improve the quality of my work.”

26. Describe when you had to communicate complex information to a non-technical audience.

Interviewers ask this question to assess your communication skills and ability to explain technical concepts to non-technical audiences. In your answer, you should focus on describing a specific situation where you had to communicate complex information to a non-technical audience, explain how you prepared for the communication, what strategies you used to simplify the information, and how you ensured that the audience understood the message.

“Sure, I can give you an example. In my previous role as a financial analyst, I was tasked with presenting a complex investment strategy to a group of high-net-worth clients who had limited knowledge of financial markets. To effectively communicate the information, I started by breaking down the strategy into simple, relatable concepts. I used visual aids, such as charts and graphs, to illustrate the key points and provide a visual representation of the potential returns.

Additionally, I avoided jargon and technical terms, opting for plain language that was easy for them to understand. Throughout the presentation, I encouraged questions and ensured everyone followed along by periodically checking for understanding. By the end, I received positive feedback from the clients, and they felt confident in their understanding of the investment strategy. It was a valuable experience that taught me the importance of adapting my communication style to suit the audience’s needs and ensuring clarity in conveying complex information.”

27. Tell me about a time when you had to overcome a major obstacle to achieve a goal.

Interviewers ask this question to assess your problem-solving abilities and resilience. In your answer, describe a specific obstacle you faced, how you approached the problem, and what actions you took to overcome it.

“One significant obstacle I faced in my career was working on a project with a tight deadline and a complex set of requirements. To overcome this obstacle, I prioritized my work and created a detailed plan of action that helped me manage my time effectively. I also collaborated closely with my team members, regularly communicating our progress and identifying areas where we could support each other.

We also had to be adaptable and willing to make changes as the project progressed, which meant being open to feedback and adjusting our plans as necessary. Through these efforts, we were able to deliver the project on time and within budget successfully.”

Related :  Job Interview Questions About Adaptability +Answers

28. How do you handle competing priorities and multiple demands on your time?

Employers ask this question to understand how well you can multitask and manage your time effectively. In your answer, you should focus on prioritizing your tasks, using time management tools or strategies, and communicating with stakeholders to manage expectations and deliverables .

“When faced with competing priorities and multiple demands on my time, I employ several strategies to manage them effectively. Firstly, I prioritize tasks by assessing their urgency and importance, considering deadlines and the impact on overall goals. This helps me allocate my time and resources accordingly. Secondly, I practice effective time management techniques, such as creating to-do lists, setting realistic timelines, and utilizing productivity tools or calendars. Breaking down complex projects into smaller, manageable tasks allows me to focus on one task at a time, reducing overwhelm.

Additionally, I communicate proactively with stakeholders and team members to manage expectations and negotiate deadlines when necessary. By keeping an open line of communication, I ensure transparency and collaboration. Lastly, I remain flexible and adaptable, willing to adjust my plans when unforeseen circumstances arise. This allows me to navigate shifting priorities while maintaining productivity. Through these approaches, I effectively manage competing priorities and deliver results in a timely manner.”

29. Can you give an example of a situation where you had to resolve a conflict with a client?

This question evaluates your communication skills, problem-solving ability, and customer service orientation. You should focus on listening to customers, understanding their concerns, and finding solutions that satisfy their needs while aligning with the company’s policies and objectives.

“Absolutely. In my previous role as a client relationship manager at a financial services firm, I encountered a situation where a client became frustrated due to a discrepancy in their investment portfolio statement. Instead of taking a defensive approach, I actively listened to their concerns and empathized with their frustration. I quickly investigated the issue, identified the error, and took responsibility for the mistake without placing blame.

I promptly communicated the resolution to the client, outlining the steps we would take to rectify the situation and ensure it wouldn’t happen again. Additionally, I offered a gesture of goodwill by providing a comprehensive review of their portfolio to regain their trust. By being proactive, transparent, and genuinely concerned about their satisfaction, I was able to diffuse the conflict and strengthen our client relationship. The client expressed their appreciation for the swift resolution, and we continued to work together successfully thereafter.”

30. Describe a time when you had to manage a difficult team member or handle a challenging situation with a direct report.

Employers ask this question to assess your leadership, conflict resolution, and communication skills. In your answer, you should focus on describing a specific situation where you had to address a problematic behavior or performance issue with a team member, how you approached the situation, and what actions you took to resolve the problem.

“In my previous role, I had a team member who consistently struggled with meeting deadlines and producing quality work. This situation required a delicate approach to address the issue effectively. Firstly, I scheduled a private meeting with the team member to discuss their challenges and understand the underlying reasons for their performance issues. I actively listened to their concerns and provided guidance and support. We developed an action plan together, setting clear expectations and identifying areas for improvement. I provided regular feedback and offered additional training opportunities to enhance their skills.

I also established more frequent check-ins to monitor progress and offer ongoing support. Through open and honest communication, the team member began to show improvement. By taking a proactive and empathetic approach, we were able to turn the situation around, ultimately leading to the team member’s growth, increased productivity, and strengthened morale within the team.”

31. How do you stay up-to-date with industry trends and developments?

Employers ask this question to determine your level of interest in the job and your commitment to professional development. In your answer, you should describe how you stay informed about industry news and trends, what sources you rely on, and how you apply this knowledge to improve your work and contribute to the company’s success.

“I actively engage in various strategies to stay current with industry trends and developments. Firstly, I subscribe to reputable financial publications, such as The Wall Street Journal and Bloomberg, to stay informed about market news and emerging trends. Secondly, I regularly attend industry conferences and seminars where industry experts share their insights and expertise. This allows me to network with professionals and gain valuable knowledge.

Additionally, I participate in online forums and professional groups to discuss and share insights with peers in the field. Lastly, I make use of online resources, such as webinars, podcasts, and industry-specific blogs, to access valuable information regularly. By utilizing these strategies, I ensure that I am well-informed and equipped to adapt to the industry’s dynamic nature.”

32. Tell me about a time when you had to work with limited resources or budget constraints.

This question evaluates your resourcefulness, problem-solving ability, and ability to adapt to challenging circumstances. In your answer, you should describe a specific situation where you had to accomplish a task or project with limited resources or a tight budget, how you identified and prioritized the most critical needs, and what creative solutions you came up with to overcome the limitations.

“In a previous role, I was tasked with organizing a company-wide training program with a limited budget. To overcome this challenge, I took a creative and resourceful approach. Firstly, I conducted thorough research to identify cost-effective training options without compromising quality. Instead of relying solely on external trainers, I leveraged internal subject matter experts who could deliver targeted sessions at no additional cost.

Additionally, I explored digital learning platforms and online resources to provide self-paced training modules that were both cost-effective and accessible to all employees. I collaborated with other departments to pool resources and share expenses to stretch our budget further. By effectively managing the limited resources and budget, we successfully executed a comprehensive training program that enhanced employee skills and knowledge. This experience taught me the importance of strategic planning, creativity, and collaboration in achieving impactful results even in resource-constrained situations.”

33. Can you describe a time when you had to take on additional responsibilities outside your job description?

Employers ask this question to understand your willingness to go above and beyond and take on new challenges. In your answer, you should focus on describing a specific situation where you volunteered or were asked to take on additional responsibilities, how you approached the new tasks, what skills or knowledge you had to acquire, and what impact your contributions had on the team or the company.

“In my previous role, our department was reorganizing, which resulted in staff reductions. As a result, I volunteered to take on additional responsibilities to ensure the smooth operation of essential tasks. Although these responsibilities were outside of my job description, I recognized the importance of maintaining continuity and supporting the team. I quickly familiarized myself with the new tasks, seeking guidance from colleagues and leveraging available resources.

By effectively managing my time and prioritizing tasks, I could fulfill my regular duties while completing the additional responsibilities. Through this experience, I developed valuable adaptability, flexibility, and resourcefulness skills. I embraced the opportunity to expand my knowledge and contribute to the team’s success during a challenging transition period. This experience reinforced my commitment to going above and beyond to support the organization and its objectives.”

34. How do you maintain a positive relationship with colleagues and stakeholders?

This question evaluates your interpersonal skills and ability to collaborate with others. In your answer, you should focus on describing how you communicate with colleagues and stakeholders, show respect and empathy, handle conflicts or disagreements, and take steps to build trust and rapport with others.

“Maintaining positive relationships with colleagues and stakeholders is essential to foster a collaborative and productive work environment. Firstly, I prioritize effective communication by actively listening and appreciating others’ contributions. I build trust and rapport by being approachable, respectful, and responsive to their needs. Secondly, I seek opportunities to collaborate and support my colleagues, offering assistance and sharing knowledge whenever possible. We can work together towards shared goals by recognizing and valuing their expertise.

Additionally, I regularly engage in relationship-building activities, such as team-building exercises, informal gatherings, or virtual coffee chats. These interactions allow us to connect personally and develop a sense of camaraderie. Regarding stakeholders, I prioritize transparency, providing regular updates, and ensuring clear communication channels. By demonstrating accountability and delivering on commitments, I aim to build strong partnerships. Maintaining positive relationships is ultimately about fostering a culture of mutual respect, collaboration, and open communication.”

35. Describe a time when you had to make a difficult ethical decision at work.

Employers ask this question to evaluate your ethical values, decision-making process, and ability to handle complex situations. In your answer, you should focus on describing   a specific ethical dilemma you faced, how you analyzed the situation, what options you considered, and what factors you took into account to make your decision.

“In my previous role as a project manager, I encountered a situation where a vendor approached me with a tempting offer to secure a contract in exchange for a personal favor. Recognizing the ethical implications, I immediately declined the offer and firmly upheld the organization’s policies and code of conduct. I then reported the incident to my supervisor, providing all the necessary details and documentation.

Despite the potential consequences of losing the contract, I firmly believed that maintaining ethical integrity was paramount. My supervisor commended my decision and took appropriate measures to address the vendor’s misconduct. This experience reinforced my commitment to making difficult ethical decisions and demonstrated my unwavering dedication to upholding ethical standards and protecting the reputation and best interests of the organization.”

Key Takeaways UBS Interview

The key to acing your UBS interview lies in demonstrating your understanding of UBS’s core values, your technical expertise, and your ability to contribute to the company’s vision of shaping the future of finance. Highlighting your experiences, skills, and how they align with UBS’s commitment to innovation and client service will be crucial. It’s also essential to show your readiness to be part of a company that values sustainability and ethical practices in its operations.

Deep Industry Knowledge: Showcase your understanding of the financial sector and how UBS stands out among its peers. Alignment with UBS Values: Express how your personal and professional values align with UBS’s commitment to sustainability, client service, and innovation.

Technical Proficiency and Soft Skills : Be prepared to discuss your technical skills in finance and banking, as well as soft skills like teamwork, communication, and problem-solving.

Awareness of Global Financial Trends : Demonstrate your awareness of global financial trends and how they impact UBS and its clients.

Enthusiasm for the Role and the Company: Convey your enthusiasm for the opportunity to work at UBS and your long-term career goals within the company.

In conclusion, your UBS interview is a pivotal moment to showcase not just your qualifications but your vision for contributing to a leading global financial institution. By preparing thoughtfully, focusing on what sets UBS apart, and demonstrating how you can contribute to its success, you’re well on your way to taking a significant step forward in your career.

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Emma Parrish

Emma Parrish, a seasoned HR professional with over a decade of experience, is a key member of Megainterview. With expertise in optimizing organizational people and culture strategy, operations, and employee wellbeing, Emma has successfully recruited in diverse industries like marketing, education, and hospitality. As a CIPD Associate in Human Resource Management, Emma's commitment to professional standards enhances Megainterview's mission of providing tailored job interview coaching and career guidance, contributing to the success of job candidates.

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Online Numerical Reasoning Test

Ubs interview questions.

Updated October 11, 2023

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The application process at UBS consists of:

Online application form

Online numerical reasoning and logical reasoning test ( SHL )

First round interview and assessment, which includes:

• Competency-based interview

Numerical Test

Assessment centre consisting of:

• Written numerical reasoning test ( SHL )

Presentation

• Group exercise

The online test is designed by SHL . There are 8 practice question and 20 real questions. You will have 21 minutes to complete the test.

First Round Interview & Assessment

The UBS hiring process is heavily competence-based, so it is essential that you familiarise yourself with the company's 7 core competencies that are sought in all employees:

• Problem Analysis
• Judgement and Decision-Making
• Communication and impact
• Drive and commitment
• Teamwork and collaboration
• Planning and organizing

Come prepared with several examples of how you exemplify these qualities, and try to keep these in mind when answering any questions.

UBS also offers the following tips for interview on their website:

• Be prepared
• Use your contacts
• Build a relationship
• Make the right impression
• Don't panic
• Play to your strengths
• Use your initiative
• Show passion

In some cases, the first interview may be conducted as a telephone interview .

Questions you are likely to be asked include:

• What is your understanding of the division to which you have applied?
• What are your capabilities?
• Why i should select you?
• How to work as a team player and a team leader?
• What other banks have you applied to?
• What differentiates UBS from other banks?

First Interview

The interview is entirely competency-based . You will be required to provide examples of when you have:

• Worked in a team
• Shown commitment to working in banking
• Been motivated to complete a task, and when you have motivated others
• When you have been successful in completing a task
• When you have been disappointed in failing a task

You will want to discuss experiences you had at university, work and volunteering, explaining how you handled each scenario and what qualities you developed through the experience, and finally what you would bring to UBS.

You will also be asked:

• Why your chosen business area?

However, beware that some interviewers may decide to skip briefly over competencies and spend some time discussing current economic/business affairs or even items from your application/cv.

The numerical test is demanding. It is 35 minutes long and consists of 40 questions. Move quickly and accurately and ensure you move on as soon as the allocated time for the question is up. The test is designed by SHL . Come prepared with a calculator.

Assessment Day

The assessment day consists of:

A final test is administered, and is no less demanding. Failure to score adequately on this test may rest in dismissal from the rest of the assessment centre. It is 35 minutes long and consists of 40 questions. Move quickly and accurately and ensure you move on as soon as the allocated time for the question is up. The test is designed by SHL.

You will be given a stack of notes (around 10 pages) regarding a well known global company. You will then have 45 minutes to prepare a response, by yourself, to the question:

"What must Company X (e.g. Nike) do to continue to be successful?"

You will be asked to present this response, with the aid of a flip chart, to a director for no more than 10 minutes.

It is suggested that you structure your response according to SWOT (Strengths/Weaknes/Opportunities/Threats).

Clarity and conciseness are essential.

This presentation will be followed by a question and answer session related where you can reasonably expect whatever you have said to be heavily scrutinised and criticised. Make sure you speak clearly and logically and back up your arguments, and to manage your time effectively.

No technical or outside knowledge not given during the case study is required.

The second interview, like the first, is a competency -based interview. It differs from the first in that you will be assessed against competencies not yet covered in the first interview, and may face a few technical questions mixed in, so it is of course still important to be aware of the current state of financial markets.

For internships, this may be your first interview. You will spend approximately half an hour talking to a director on topics such as:

• Choice of degree?
• What does the job entail?
• Example of teamwork?
• Current events?

Group Exercise

You will be allocated into a group of, perhaps, 8 candidates. You will each be given some information about the scenario which you will have to discuss and have 10 minutes to read it alone.

You will have to discuss the marketing strategy for launching a new Nike product: Footwear for those aged 60+. What are the features of the new product? How should Nike market it, given a budget of $1 million? Your group must come to a consensus on how to allocate the budget, and you may be divided into different departments, and have to argue for why your department should receive a certain amount of funds.

The company and scenario varies, but it will be the same company you presented on in the previous exercise.

The group discussion will last 20 minutes and you will be closely observed by graduate recruitment assessors throughout. Take leadership when possible but do not overpower others, encourage quieter members to have their ideas heard, and make efforts to keep the group focussed and within time constraints. Your interaction with team members in this task is key in this exercise, so be aware of the group dynamic in addition to the content of your ideas.

You might also be interested in these other Wikijob articles:

Or explore the Interview Advice / Company Interview Questions sections.

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Our process is designed to be objective and fair. We want everyone to have equal chances to drive recruitment success. Please note that recruitment stages may differ slightly, according to program and region.

How we hire

Recruitment ready download your ten step guide.

Want the best start to your career? To land your dream job you need to be prepared.

We’ve created a 10-step interactive guide to ace your recruitment process. Discover what motivates you, how to sell your wow factor and what employers are looking out for.

Online application

• You must submit your online application via our job board. Our on-screen instructions will guide you through the process, which asks you about your personal information, education, work experience, languages and skills, and some other additional information.
• Make sure you have all the supporting information you need, particularly when it comes to answering the detailed questions.
• Take your time. Providing accurate information is important, so give yourself plenty of time. You don't have to do it all at once: you can save a draft to complete later (but only for 30 days). We won’t be able to see your draft application, so be sure to submit it when you’re ready.

Online assessments*

We use three types of online assessments. Depending on the opportunity you have applied for, you may be asked to complete more than one type.

• UBS Culture Match Assessment: Culture is key. Our culture match assessment will give you realistic, hypothetical work scenarios designed to see how well you align to our culture and values.
• Cognitive Assessments: Numerical and verbal reasoning measure your ability to draw logical conclusions from complex numerical or verbal information. Logical reasoning will ask you to find logical rules in patterns of symbols and apply them to a different set of patterns. Where possible, be sure to complete tutorials and/or practice questions before you start.
• Coding Challenge: For roles in Technology, you may be asked to solve challenges in a native coding environment with real-time feedback. This simulation helps us see if your skills are a good match for the role.

* For US this is a piloting phase – scores will not affect your application.  

Video interview

Most roles could involve a video interview recording as part of the screening process. We’ll give you the questions and you can record your answers at a time that suits you. Don't worry, you can record as many practice interviews as you like before your actual interview.

Final assessment day

The final stage of the selection process is a series of interviews. You'll have a chance to meet senior leaders in the business and give us a glimpse into your personality and capabilities. The final interview will be more detailed and focused on assessing your compatibility with us in your desired position.

• Prepare - Know what we’re looking for. By taking the time to prepare – keeping our list of core competencies in mind – you should be confident of a good performance.
• Practice - Practice makes perfect. The best way to improve your interview skills is to use them. If you have not had much interview experience, participate in interview workshops on campus and practice interviewing with a friend, family member or mentor. The more you do it, the better you’ll get.
• Know your area - You don’t need to be an expert, but you need to demonstrate a degree of knowledge about the business area for which you’ve applied. Of course, we’d like you to have a basic understanding of the markets in which we operate, as well as a more detailed understanding of your chosen business area. Asking insightful questions is a great way to begin a good conversation.
• Know our people - Attend one of our campus presentations or events to meet us (if available). Or visit our careers blog at ubs.com/backstage . Get a sense of who we are, how we operate as an organization, and what our priorities are.
• Be open and honest - We want to know about your ideas. We’re also curious about your interests and experiences, and what you’ve learned from them. We want to know about how you think, especially when resolving issues. Who you are is important to us, so let us see you.
• Listen and think - Listen carefully to the question, and think about what the interviewer is really asking. Don’t be afraid to take your time when answering. Repeating or rephrasing the question, or asking for clarification, can be a good way to help you compose your thoughts.
• Don’t pretend you know - If you don’t know something, just say so. The ability to ask when you don’t know is a strength, while bluffing is a weakness.

Don’t forget to take a look at our Opportunities and Career area pages to explore full regional eligibility requirements and what our business areas are looking for.

Get to know us

Find out if we’re the right fit for you..

Take a look at our backstage blog, where you can learn more about our culture, our people and our business.

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We have opportunities for you to get to know us! Find an event in your location and find out more.

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Paperless is the way forward, so please make sure you apply using our online system. We’re looking forward to hearing from you!

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UBS Online Assessment, Aptitude Tests, Hiring Process & Interview Preparation – 2024

What Is UBS?

UBS, formally known as UBS Group AG, is the holding company for four subsidiaries that serve as a multinational investment bank and offer a variety of financial services. UBS can be traced back to 1862 Switzerland where their headquarters are still located today in Zurich and Basel. The main areas of business for UBS are:

• Wealth Management
• Private & Corporate Banking
• Investment Banking
• Asset Management

UBS has expanded to over 50 countries employing more than 71,380 people. Their employees enjoy benefits such as:

• Basic Life Insurance
• Dental + Vision Plan
• Paid Parental Leave
• Retirement Plan

These are few of the many employee benefits offered by UBS. They are keen on diversity and try to foster an environment of growth for their employees whether it be personally or professionally.

What Is UBS’s Hiring Process?

UBS’s hiring process has multiple stages to ensure that both the company and applicant are the right fit for one another. The following is a common outline for the hiring process at UBS.

Initial Screening

UBS has a team of employees reviewing applications and CVs. Submitting an application and CV through their job portal on their website will serve as your initial screening. Along with qualifications, work experience and education, be sure to include any relevant achievements to distinguish yourself from other candidates.

Interview Process

UBS’s interview process varies depending on your role and the location of the position. The process usually follows a three-step outline such as:

Online Assessments

Technical interview, hr interview.

However, some candidates are shortlisted and proceed straight to the HR interview. This is rare and usually only occurs if the candidate knows someone at UBS or if the candidate has tremendous qualifications and was sought out by someone at UBS.

What Are UBS’s Online Assessments?

UBS’s online assessments are an objective measure of the candidate’s behavior and aptitude. Online assessments are provided to all candidates, but the content and quantity of the assessments will vary depending on the role and location you have applied for. You will be given one or all of the following assessments after your application has been reviewed.

• Numerical Reasoning Test UBS’s numerical reasoning test analyzes the candidate’s ability to interpret graphs, crunch numbers, and perform basic mathematical functions in a hypothetical business scenario. The assessment is multiple choice and each question is timed. In total, the time limit is usually around 20 minutes.
• Logical Reasoning Test UBS administers the logical reasoning test to evaluate the inductive and deductive reasoning skills of the candidate. The format of the assessment provides the applicant with a series of shapes and objects and asks them to identify the patterns. The test is multiple choice with a time constraint on each question. Practice this assessment as much as you can, the puzzles become very confusing as you progress through the test.
• Verbal Reasoning Test UBS’s verbal reasoning test explores the candidate’s capability to discern between facts and inferences. The verbal reasoning test loosely follows the guidelines of a case study in the sense that you need to prioritize main ideas and narrow your focus solely to the topic at hand. The format will provide you with a paragraph of information followed by a few statements which you will mark true, false, or cannot say . Don’t worry if the subject matter of the passage is foreign to you, prior knowledge of the material is not necessary. The answers will be right in front of you.
• Situational Judgement Test (SJT) UBS’s situational judgement test – UBS calls it a Cultural Appraiser – evaluates the personality and behavioral preferences of the candidate. The test will provide hypothetical situations that one might encounter in the workplace and ask you to choose how you would respond from a list of choices. Below, in the students and graduates’ section, you will find the ‘three keys of UBS’, become well acquainted with them as this is what UBS favors in their employees. UBS will have countless questions on their SJT that subtly prods at these characteristics.
• UBS Culture Match Assessment The UBS Culture Match Assessment stands out in the financial industry as a cutting-edge tool integral to UBS’s recruitment strategy. This unique assessment aligns candidates’ values and work styles with UBS’s distinctive corporate culture, ensuring a harmonious fit. It is a key component in maintaining UBS’s reputation as a top-tier employer in the dynamic finance sector. The assessment’s advanced algorithm evaluates personal and professional attributes, offering insights into how well applicants resonate with UBS’s ethos. This not only streamlines UBS’s talent acquisition but also aids candidates in understanding the firm’s values. Emphasizing cultural compatibility, UBS reinforces its commitment to diversity and inclusion, crucial for fostering innovation. The UBS Culture Match Assessment is a testament to the firm’s forward-thinking approach in blending talent with corporate ethos, enhancing its stature in the competitive financial landscape.
• UBS Junior Talent Cognitive Assessments The UBS Junior Talent Cognitive Assessments are a cornerstone of UBS’s innovative approach to identifying promising young talent in the finance sector. These assessments meticulously evaluate cognitive abilities, ensuring candidates possess the analytical and problem-solving skills crucial for success at UBS. Tailored for aspiring finance professionals, they reflect UBS’s commitment to nurturing future industry leaders. By focusing on cognitive strengths, UBS effectively identifies individuals who can thrive in the fast-paced financial environment.
• The UBS Aptitude Test – This aptitude test is a  pivotal part of UBS’s recruitment process, rigorously evaluates candidates through its Numerical Reasoning Test and Cultural Appraiser. These tests assess mathematical abilities and alignment with UBS’s core values, ensuring candidates are not only analytically adept but also culturally fit for the dynamic world of finance.

UBS’s technical interview evaluates the candidate’s interest in the company and their respective industry. The interview will begin with personal questions and a walk through of your resume. Then, you will be asked questions about your field, why you chose it, and other technical questions that analyze your depth of knowledge in that particular discipline. The interview will last anywhere from 30 to 60 minutes.

The HR Interview offers UBS insight into your background. They will ask general questions about your education, family, and work experience and ask you to expand on it. UBS is also interested in the quality of your communication skills and reasoning skills. Questions such as where do you see yourself in five years and your weaknesses and strength are common.

Students and Graduates

UBS has numerous programs for students and graduates, but they are very competitive. The recruitment process for UBS distantly resembles the process for the more experienced applicants, but you can expect it to look something like this:

• Online Application

Video Interview

Final assessment day.

Students and graduates are only allowed to apply for three open positions during the academic year. Keep this in mind while you’re applying, so you can optimize your chances by seeking out the positions that appeal to your strengths.

The online application for UBS serves as the initial screening, and they will contact you if they wish to proceed with the interview process.

UBS administers two online assessments. One analyzes the aptitude of the candidate and the other evaluates the behavior and personality of the candidate.

• Numerical Reasoning Test UBS’s numerical reasoning test provides the candidate with mathematical problems they might find in business scenarios. This test assesses your knowledge of basic mathematical functions and their application to investing and banking. The format is multiple choice with a time constraint on each question. It is highly recommended that you practice for the numerical reasoning test . UBS expects a candidate to be in the top 30 percentile in order to proceed through the interview process.
• Capital Strength
• Efficiency & Effectiveness
• Risk Management
• Client Focus
• Sustainable Performance
• Collaboration

While completing the assessment, keep these ‘keys’ in mind and pay attention for questions that probe at these qualities. You may want to go a step further and start preparing examples of times you exhibited these traits; you will be asked to draw from your own experience numerous times.

Practicing for the online assessments is key to progressing through UBS’s interview process. It is your first chance to demonstrate your skillset and UBS’s first glance at your strengths and personality. After you finish the assessments, UBS will reach out and send instructions for the next stage of the recruitment process.

UBS’s video interview is the third stage of the interview process. The candidate will be given anywhere from seven to twelve questions and the subject matter varies from behavioral to technical. You will be provided two minutes to record each of your answers. At the end of the video, you are allotted another two to three minutes to explain why you want to work at UBS and what you can bring to the table. Because you’re under a time limit, it is important that you are concise while simultaneously highlighting the qualities that UBS favors in their candidates. Don’t use ‘filler information’ to buy yourself more time, this will negatively affect your standing with UBS.

UBS’s Final Assessment Day is a mix of all the steps you took prior to the final stage. UBS will ask you to complete four tasks:

• Numerical Reasoning Test You will be asked to take one more numerical reasoning test on site. On assessment day, you will have twice as long to complete the test, but a recruiter for UBS will be observing you and your method. Don’t let the observer throw off your focus, take your time on each question and demonstrate your ability to work under pressure.
• Group Exercise You and a handful of candidates will convene in small groups and spend 40 minutes working on a proposal for a hypothetical project or campaign .
• Presentation You are asked to individually present a case study for ten minutes in which you should focus on main ideas and then propose a plan of action.
• Problem Analysis
• Judgement and Decision Making
• Communication and Impact
• Drive and Commitment
• Teamwork and Collaboration
• Planning and Organizing

Before assessment day , think of examples from your own experience in which you have demonstrated each of these skills. You will be asked to elaborate on them during the interview. Be sure to also prepare answers to the questions of why you’re interested in UBS and why you chose the particular role you’re interviewing for.

How to Prepare for UBS’s Online Assessments?

Whether you are an experienced professional or a recent graduate, the online assessments pose a toilsome challenge. However, with their difficulty lies an amazing opportunity to highlight your intelligence and amaze UBS. The questions in UBS’s numerical reasoning test are unique in every go round but preparing yourself for the format and general idea of the content is a great way to get ahead. Once you have practiced the numerical reasoning test a few times, it will feel like second nature to you. For UBS’s Cultural Appraiser, also known as the situational judgement test, you should study up on their principles, pillars and behaviors and align your answers to their company’s demeanor. Once you are acquainted with their ‘three keys’, take a few practice tests and look for ways you can demonstrate these traits in your answers. By the time you take UBS’s situational judgement test, you’ll be answering the questions as if you had been working for them for years.

Overall, UBS is seeking a reliable and intelligent employee to join their team. They applaud preparation and confidence, so keep this in mind before and during the interviews. It would be worth your while to allocate a generous amount of time practicing for the online assessments and reviewing UBS’s three keys and seven core competencies, they are very focused on those aspects of the interview process . Best of luck!

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Multi-national financial services firm improves business intelligence and efficiency

30% Improvement

on IT process solutions

45% Reduction

in reporting time

Company Overview

UBS AG is a client-focused financial services company. Their Wealth Management & Business Banking (WM&BB) division manage its private banking, retail, and corporate banking functions. WM&BB generates more than one billion transactions per month, of which approximately 200 million accrue at the end of each month. WM&BB handles 10 million postings per hour to manage and report on 500 million account balances.

Business Challenge

WM&BB relies on management reporting to drive profitability while supporting service and compliance. To be successful management must know exactly which product and service packages are profitable and which business centers and market segments can support sustained growth. UBS employed a number of highly specialized financial and managerial accounting systems to deliver this information. But these systems required significant manual effort to get results. The business and IT processes behind the data were unconnected, complicated, and highly time-consuming. The firm relied on nearly 100 employees who engaged in manual work to tie disparate activities together. At the same time, internal audit, information management and regulatory requirements – as required by US GAAP, IAS etc. – continued to increase demands on the reporting system. The number of IT systems involved caused the Total Cost of Ownership (TCO) to spiral upwards. The situation was full of challenges, especially considering the volume of data involved–10 million postings per hour to manage and the need to report on 500 million account balances. At the time, the firm had been unable to find a single system on the market that was capable of handling the load – until UBS found Redwood.

To bring its processes together, UBS developed a completely new accounting and reporting system that would meet current and future requirements and facilitate flexibility and efficiency. The project was part of a wider program to upgrade the UBS IT infrastructure. UBS partnered with Redwood Software, Accenture, Oracle, and Business Objects to architect a solution. Redwood’s cloud-based automation platform enabled UBS to control and connect many complex processes. It also increases the efficiency of the whole system. Today, more than 170 applications deliver data to UBS daily at 6 pm. Redwood automatically picks up this data and processes it overnight, so it is available the following morning in the form of complete, up-to-date reports. The new system implemented by UBS, processed more than 15 billion transactions in its first three quarters of operations. Redwood provides the engine and the coordination behind all this activity.

UBS leaders believe the Redwood solution has given it a five-year head start over the competition. UBS used Redwood to replace 16 applications, providing a single, comprehensive view of the business. Its highly optimized process chain saves time and cost for its accounting and reporting processes. The TCO of UBS IT process solutions improved by 30%. External reporting time has also improved from 9 days to 5 days after period close. With automation, financial information is controlled and made quickly available from one source. The firm can extract all management reports from a central database in a business-friendly format allowing for early identification and analysis of trends. UBS uses this business intelligence to react faster, reduce risks and exploit opportunities.

Redwood is the crucial process automation component that acts as the glue holding together the entire solution. We were able to count on Redwood’s expertise, especially in the final weeks of the project. Thanks to their tireless cooperation we were able to meet our timeframe and budget.” Thierry Schafflützel, IT Project Manager, UBS

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Hacking the Case Interview

If you’re interviewing for a business strategy or operations role at Uber, there is a good chance that you’ll receive at least one case interview or case study interview.

To land a job offer at Uber for these roles, you’ll need to nail every single one of your case interviews. While Uber case interviews may seem challenging and daunting, they can be mastered with proper preparation.

If you have an upcoming case interview with Uber, we have you covered. In this comprehensive Uber case interview guide, we’ll cover:

• The seven steps to ace any Uber case interview
• Six Uber case interview tips
• How to ace the Uber written case interview or case study
• Recommended Uber case interview/case study resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land tech and consulting offers while saving hundreds of hours of prep time.

The Seven Steps to Ace any Uber Case Interview

A case interview is a special type of interview that is typically used by consulting firms. However, business strategy and operations groups at companies are increasingly using case interviews in their assessment process since they employ so many former consultants.

Case interviews are 20- to 30-minute exercises in which you are placed in a hypothetical business situation and are asked to find a solution or make a recommendation.

First, you’ll create a framework that shows the approach you would take to solve the case. Then, you’ll collaborate with the interviewer, answering a mix of quantitative and qualitative questions that will give you the information and data needed to develop an answer. Finally, you’ll deliver your recommendation at the end of the case.

Uber case interviews are generally candidate-led. This means that you will be expected to lead the direction of the case. You’ll be responsible for asking the right questions, probing for data, and proposing each next step.

Follow these seven steps to solve any Uber case interview or case study.

1. Understand the case background information

The case interview will start with the interviewer explaining the case background information. Make sure that you are taking notes while the interviewer is speaking. You’ll want to focus specifically on understanding the context, the company, and the objective of the case.

The most important part of the case interview is to make sure you understand the business issue and objective of the case. Addressing the wrong business problem is the quickest way to fail a case interview.

2. Ask clarifying questions

Once the interviewer has finished giving you the case information, you’ll have an opportunity to ask questions. 

While you can ask any question that you want, try to prioritize asking questions that help you better understand the situation and problem. You want to avoid asking questions that are too specific or not relevant to understanding the case situation. 

Most candidates ask between one to three questions. You’ll be able to ask more questions later in the case interview if you need to.

3. Summarize the information and verify the objective

Once you have finished asking your immediate questions, summarize all of the major case information and verify that you understand the objective correctly.

In this step, many candidates make the mistake of stating every fact of the case verbatim. Instead, you should summarize the case concisely and clearly in your own words. This demonstrates that you can synthesize information effectively.

4. Develop a framework

The next step is to structure a framework to help guide you through the case.

A case interview framework is a tool that helps you structure and break down a complex problem into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

To develop a framework, ask yourself what are the three to four major questions that you need to answer in order to make a confident recommendation?

Many candidates make the mistake of using memorized frameworks and applying them to their case interviews. Interviewers can tell when you are using a memorized framework because not all of the elements of the framework will be relevant to the case.

Using a memorized framework reflects poorly on your capabilities because it shows that you cannot think critically for yourself. Therefore, practice creating unique and tailored frameworks for each case that you get.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

When creating your framework, it is acceptable to ask the interviewer for a few minutes of silence to collect your thoughts. Afterwards, present your framework to the interviewer.

5. Kick off the case

Once you have finished presenting your framework, the interviewer may agree with your approach or may provide some feedback or suggestions. Afterwards, it is time to start solving the case.

How the case investigation will start depends on whether your case is a candidate-led or interviewer-led case. Most cases are candidate-led.

Candidate-led case : In this type of case, you will be expected to drive the direction of the case. You will be suggesting what areas to explore, what analyses to do, and what the next step should be. So, pick an area of your framework to start analyzing. There is no right or wrong area to pick as long as it is relevant to solving the case.

Interviewer-led case : In this type of case, the interviewer will be leading the direction of the case. They will be asking you specific questions that you will answer. After each question, they’ll direct you to the next question. For interviewer-led cases, the interviewer will typically kick off the case by asking you a question after you finish presenting your framework.

6. Answer quantitative and qualitative questions

The majority of the interview will be spent answering a mix of quantitative and qualitative questions.

Quantitative questions may have you estimate the size of a particular market, perform some calculations to determine profitability, or interpret various charts and graphs.

When solving quantitative problems, make sure that you walk the interviewer through your approach before you begin doing any math. When performing calculations, make sure to talk through your steps out loud so that it is easy for the interviewer to follow your work.

Qualitative questions may ask you to brainstorm potential ideas or ask for your judgment on an open-ended business question. When answering these questions, try to structure your answer as much as possible.

After answering each question, make sure that you take your answer and connect it back to the overall case objective. How does your answer help you solve the case? How does your answer impact your potential recommendation?

7. Deliver a recommendation

At the end of the case, the interviewer will ask you to prepare an overall recommendation. It is acceptable to ask the interviewer for a minute to look through your notes before you give your recommendation.

Based on the quantitative and qualitative questions you have answered, what recommendation do they collectively support?

Structure your recommendation in the following way:  

• State your recommendation
• Provide the two to three reasons that support your recommendation
• Propose next steps that you would take if you had more time

After you deliver your recommendation, the interviewer will conclude the case interview. If the case interview was based on a real life project, the interviewer may explain what actually happened in the case.

Don’t worry if your recommendation does not match what actually happened during the project. For case interviews, you are not assessed on your answer, but on your process.

Six Uber Case Interview Tips

Follow these six tips to make the most of your Uber case interview preparation.

Tip #1: Start preparing early

Mastering case interviews takes time. Many of the skills and techniques needed to solve case interviews can’t be learned in just a day or in a week. Ideally, start preparing for your case interviews at least a month or two in advance to give yourself enough time to learn and practice.

Tip #2: Practice with a case partner

Practicing case interviews with a partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to work on if you are doing mock cases by yourself. Casing with a partner lets you practice your communication, presentation, and collaboration skills.

Tip #3: Keep a list of feedback from each case

You should keep a journal or log of all of the different pieces of feedback you get from your case interview partner during practice. This way, you’ll be able to identify trends and prioritize what improvement areas to focus on. For example, if you consistently receive feedback in each practice case that you need to structure your answers, that should be your top area to focus on.

Tip #4: Focus on improving one thing at a time

After doing some practice case interviews, you’ll likely have a long list of feedback and improvement areas. Try to focus on improving one thing at a time. Before each practice case, decide on the one thing that you really want to focus on and nail. This will be much more effective than trying to improve everything at once.

Tip #5: Use a hypothesis-driven approach

During the case interview, you should have a hypothesis of what the answer to the case is. A hypothesis is simply an educated guess based on the knowledge that you have. As you analyze data and gather more information, make sure to be constantly changing and refining your hypothesis.

There are two benefits to using a hypothesis to drive the direction of the case. One, it ensures that you are focusing on relevant areas that will help you solve or answer the case. Two, by the time the interviewer asks you for a recommendation, you will already have a refined hypothesis on what the answer or solution to the case should be.

Tip #6: Be 80/20

You have limited time during a case interview to solve the case. Therefore, you won’t be able to cover all of the different areas in your framework and get answers to every single question that you have. Therefore, focus on the most important issues and use the 80/20 principle.

The 80/20 principle states that 80% of the outcome comes from 20% of your effort. During a case interview, focus on the most important questions or areas that will have the biggest impact or effect on developing your answer or recommendation.

How to Ace the Uber Written Case Interview or Case Study

In addition to traditional case interviews, Uber may also give candidates a written case interview with a presentation component during the final round of interviews. Here’s how the Uber written case interview works:

• In advance of your final round interviews, you’ll be given a packet of information that will help you answer a business question or problem that Uber is facing
• You’ll have roughly a week to read the information, analyze the data, and create presentation slides
• During your interview, you’ll be given roughly 30 minutes to present your slides
• Following your presentation, your interviewers will ask follow-up questions based on your methodology and recommendation.

Follow the steps below to perform well on the Uber written case interview and presentation.

1. Understand the business problem and objective

The first step in completing a written case interview is to understand what the objective is. What is the primary business question you are trying to answer with the data and information provided?

2. Read the list of major questions

Your written case interview should provide you with a list of key questions that you will be expected to address or answer. Read through these questions first since these will be the questions that you will want to prioritize.

3. Skim the materials

Next, flip through the information packet that is provided to see what information is available. Identify what data you have and what data you do not have.

The goal in this step is not to read and analyze everything. That would take too much time. Instead, by seeing what information exists, you will be able to better prioritize what you spend your time reading and analyzing.

4. Create a framework

Before you begin reading and analyzing the information in the slides in more detail, you should create a basic framework to help guide your analysis. The list of key questions will help set the foundation of your framework.

5. Read and analyze the material 

Afterwards, read and analyze the information that is relevant to each area of your framework. As you begin answering questions and drawing insights, make sure to write a one or two sentence summary. This will make it easier to decide on a recommendation later.

6. Decide on a recommendation

Review the list of key takeaways that you have summarized from answering all of the major questions in your framework. Decide on what recommendation these findings collectively support.

Remember that there is typically no right or wrong recommendation. As long as your recommendation is supported by data and evidence, you will be in great shape.

7. Create your slides

Once you have a recommendation, it is time to start creating slides. Write your executive summary first and make sure that it tells a clear and logical story that leads to your ultimate recommendation.

Then, write the headlines for your slides. Make sure the headlines summarize the key point of each slide. If the interviewer were to only read the headlines of your slides, they should be able to understand your entire presentation.

8. Prepare for potential questions

If you have any time remaining, brainstorm potential questions the interviewer may ask you during your presentation. They may want to know how you performed your analysis or how you reached your conclusions.

Preparing for these potential questions will help your presentation go much more smoothly. You will also feel much more confident while presenting.

For more information, check out out our complete guide on written case interviews .

Recommended Uber Case Interview/Case Study Resources

Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Tech and Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

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Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.

The seven sets of case studies showcased here feature examples of the most innovative work and legal services that lawyers have developed in the Asia-Pacific region for clients, whether operating in the region or globally.

All of the case studies were researched, compiled and ranked by RSGI. “Winner” indicates that the organisation won an FT Innovative Lawyers Asia-Pacific award for 2024.

Read the other FT Innovative Lawyers Asia-Pacific ‘Best practice case studies’, which showcase the standout innovations made for and by people working in the legal sector:

Business of law In-house

Unlocking capital

Winner: Linklaters Originality: 9; Leadership: 8; Impact: 8; Total: 25 The firm helped advise on the creation of Swap Connect, which allows international investors to tap into China’s onshore interest rate swap market via links with Hong Kong. The initiative, launched May 2023 with the backing of Chinese President Xi Jinping, aims to support Hong Kong as a financial trading hub while delivering a bigger and more efficient derivatives market for China’s own domestic market. It follows the creation of similar “Connect” programmes for stocks and bonds. Lawyers at the firm advised bourse operator Hong Kong Exchanges and Clearing on the design of the Swap Connect clearing link agreement, which allows foreign investors to remotely trade and clear renminbi interest rate swaps to hedge their debt exposure.

A&O Shearman O: 8; L: 8; I: 8; Total: 24 The firm helped China-backed telecoms company Dito Telecommunity secure a 15-year $3.9bn loan arrangement to fund the rollout of its telecoms network in the Philippines. The long-term financing deal, struck last September, was supported by a group of international banks. The funds raised are to pay for expansion of the network — the launch of which, in 2021, was backed by former Philippines president Rodrigo Duterte, in an attempt to challenge the historic duopoly of the country’s two dominant suppliers.

Sullivan & Cromwell O: 8; L: 8; I: 8; Total: 24 The firm advised Japan’s SoftBank on last September’s initial public offering of its UK chip designer, Arm, in the US. The lawyers helped SoftBank acquire an additional 25 per cent of Arm from its Saudi-backed investment partner Vision Fund to obtain full control of Arm ahead of the flotation, which then saw the Japanese company retain 90 per cent of the business while raising about $5bn.

Highly commended

Dechert O: 7; L: 8; I: 8; Total: 23 The firm advised ACEN, the energy arm of Philippines conglomerate Ayala, on securing project finance for its 24 per cent stake in the $1bn 600-megawatt Monsoon Wind development in Laos. Work has begun on installation of the wind farm, which will export generated electricity to Vietnam under a 25-year offtake agreement.

Hogan Lovells O: 7; L: 7; I: 7; Total: 21 The firm helped Indian car parts maker Samvardhana Motherson International acquire an 81 per cent stake in Japan’s Yachiyo Industry, a subsidiary of Honda Motor. The deal required Honda to buy out minority shareholders in the Tokyo-listed company to allow it to be taken private, with Honda maintaining a minority stake.

Allen & Gledhill O: 7; L: 6; I: 6; Total: 19 The firm acted as Singapore adviser to Bayfront Infrastructure Capital on the complex launch, last September, of infrastructure asset-backed securities valued at $410mn. It worked alongside international counsel Latham & Watkins. The transaction was the fourth such issuance by Bayfront.

Deacons O: 7; L: 6; I: 6; Total: 19 The firm advised asset manager BEA Union Investment on the reclassification of its Asian bond fund as an impact fund last July. The changes, authorised by Hong Kong regulators, will see the renamed Asia Impact Bond Fund primarily invest in bonds backing environmental and social improvement projects.

Responsible business

Winner: Trilegal Originality: 9; Leadership: 8; Impact: 8; Total: 25 The firm advised the education charity SGBS Unnati Foundation on becoming the first organisation to list on India’s Social Stock Exchange in December. The government-sponsored platform — created last year as a sub-category within India’s existing stock exchanges — is designed to help charities and other social enterprises subject to its oversight to raise funds, by strengthening confidence among potential donors and investors.

The lawyers advised Unnati on meeting regulatory conditions to launch the debut fundraising on the exchange, which secured Rs2 crore ($240,000) to finance training for 10,000 underprivileged young people.

Freshfields Bruckhaus Deringer O: 8; L: 8; I: 8; Total: 24 The pro bono team helped the Hong Kong branch of global children’s charity Plan International to create a safeguarding framework for kindergartens, in 2023. The lawyers advised on the compilation of guidelines, which have been circulated to more than 1,000 kindergartens via a manual and e-learning platform for free.

The initiative also offers tests and accreditation to caregivers. The lack of official guidance on safeguarding had recently been highlighted, publicly, by cases such the prosecution of 34 staff for mistreatment of children in a care home.

Gilbert + Tobin O: 7; L: 10; I: 7; Total: 24 The firm supported the Yes23 campaign, which sought improved constitutional recognition for Aboriginal and Torres Strait Islander people through Australia’s 2023 “Voice” referendum. Gilbert +Tobin’s co-founder and chair, Danny Gilbert, co-chaired one of the leading groups campaigning for the change, and the firm helped with fundraising, hosting meetings, and providing administrative and legal support. Early support faded as the proposal failed to secure the majorities required to pass despite government support, but 40 per cent of Australians supported the campaign.

DLA Piper O: 7; L: 8; I: 7; Total: 22 Lawyers at the firm have represented East Timor pro bono at the International Tribunal for the Law of the Sea (ITLOS) and, subsequently, the International Court of Justice to argue for mitigations over the impact of climate change.

The firm advocated for obligations on other states that would still protect the right of East Timor and other small island developing countries to further industrial development, as part of a fairer global transition to net zero greenhouse emissions.

Lander & Rogers O: 7; L: 8; I: 6; Total: 21 As one of the first Australian law firms to commit itself to achieving net zero emissions by 2030, Lander & Rogers supported several initiatives under its “climate and just transition” pro bono programme. Efforts included seconding law firm staff to a number of climate activist and litigation organisations to work pro bono.

Morrison Foerster O: 5; L: 6; I: 8; Total: 19 Marcia Ellis, global co-chair of the firm’s private equity office, worked with a team of associates to support Justice Centre Hong Kong, a charity that advises refugees and asylum seekers. They worked together to develop a public database of case law covering detention of immigrants in the territory. Since its launch in June 2023, the resource has been used by Justice Centre staff, researchers, other campaign groups and immigration lawyers.

Nagashima Ohno & Tsunematsu O: 6; L: 7; I: 6; Total: 19 Tokyo English Language Lifeline (Tell), a Japanese philanthropic organisation offering mental health support, was considering closing one of its clinics because rules governing its prescription of medicines looked too ambiguous. But the law firm secured a clarification from regulators that meant it could continue to operate.

Dispute resolution

Winner: MinterEllison Originality: 8; Leadership: 8; Impact: 10; Total: 26 The firm successfully defended Australian media company Nine Entertainment and investigative journalists Nick McKenzie and Chris Masters in a protracted, high-profile, and politically contentious case when they were sued for defamation by Australia’s most decorated living soldier, Ben Roberts-Smith.

In June, the Federal Court found that the lawyers had substantially proved the truth of the allegations contained in articles from 2018 that Roberts-Smith had committed war crimes, including the killing of unarmed civilians in Afghanistan. The lawyers also dealt with challenging secrecy requirements relating to documents and witness testimony.

Hogan Lovells O: 8; L: 8; I: 8; Total: 24 The firm helped Lego sue Chinese competitor Longteng for infringement of the Danish toymaker’s copyright. The lawyers persuaded a Chinese court to make a judgment based on inspection of a sample of 54 units out of 1.6mn boxes of seized goods. In December, the court in Shanghai ordered Longteng to pay Rmb600mn ($83mn) to Lego and sentenced five individuals to up to nine years in prison.

Numen Law Offices O: 7; L: 8; I: 8; Total: 23 Lawyers persuaded the High Court of Kerala to issue guidelines for tighter handling of sexually explicit evidence by law enforcement agencies and state courts. The move came after illegal access was gained to visual evidence during proceedings that followed the sexual assault of a client in 2017. This item has been revised since original publication.

WongPartnership O: 7; L: 7; I: 8; Total: 22 The firm helped German telecoms group Deutsche Telekom enforce an award in Singapore of $93.3mn plus costs against India over the breach of a bilateral investment treaty, originally granted through arbitration in Geneva. Lawyers persuaded the Singapore Court of Appeal to apply the legal principle of “transnational estoppel”, which prevented India from relitigating claims already rejected by the Swiss court.

Anand and Anand O: 7; L: 7; I: 7; Total: 21 The firm won an interim order for Indian actor Anil Kapoor before the High Court of Delhi when he sued 16 defendants last year for misusing artificial intelligence. They were accused of exploiting his image and voice to create deepfakes for commercial gain, in ringtones and other merchandise. The case has led to increased scrutiny over the legality of deepfake practices in India.

Rajah & Tann Singapore O: 7; L: 7; I: 6; Total: 20 The firm’s lawyers defended Chinese tech company NetEase Games against an application for an interim injunction in Singapore in December 2022 to force withdrawal of a video game from sale.

Rival US video developer Riot Games had claimed NetEase’s game Hyper Front infringed the copyright of its similar Valorant combat game, as part of a campaign of action in several jurisdictions. However, NetEase did withdraw the game from the market last April, following legal challenges in various jurisdictions.

Restructuring

Winner: Sidley Austin Originality: 8; Leadership: 9; Impact: 8; Total: 25 The firm advised Chinese developer Sunac through a $10bn offshore debt restructuring last year, one of the first of its kind among China’s distressed property companies, following a widespread wave of defaults since 2021. It narrowed down the company’s complex creditor structure to a single class by use of a court-led scheme of arrangement and refinanced the existing debt into convertible bonds — in line with Hong Kong regulation.

Clifford Chance O: 8; L: 8; I: 8; Total: 24 The firm advised Italian construction group WeBuild on the rescue and restructuring of Clough, the troubled Australian building company, last year. The lawyers helped strike a deal with Clough’s administrator and creditors, preventing the collapse of the business. This required the renegotiation of hundreds of contracts in a 12-week period and saved more than 1,100 jobs. Among the projects saved were Snowy 2.0, a multibillion-dollar hydro power extension project.

Pinsent Masons O: 8; L: 8; I: 7; Total: 23 The firm advised the International Finance Corporation, the investment arm of the World Bank, on its $67mn financing of a transport terminal in Laos. This involved separating the contractual agreements of the project in the country’s capital from a wider logistics development. The deal, which closed in December, is designed to divide the project into two “bankable” concessions to encourage further additional funding.

Morgan Lewis O: 9; L: 7; I: 7; Total: 23 The firm advised PNG Air, Papua New Guinea’s second-largest domestic airline, in securing a vital writedown of debts under a court-approved creditor scheme to avoid bankruptcy. The lawyers teamed up with other advisers to secure backing for the restructuring, formally approved in December, through which major creditors swapped debt for equity in the business.

Rajah & Tann Singapore O: 8; L: 7; I: 7; Total: 22 The firm worked as lead counsel for DeFi Payments following the collapse of its crypto exchange, Vauld, in July 2022 when a surge of withdrawals by customers forced it to reveal a $70mn shortfall of funds. Lawyers worked alongside new management on a court-supervised scheme approved in August last year, to retrieve what remains of its assets and provide customers with the means to retrieve part of the value of funds originally invested.

Corrs Chambers Westgarth O: 8; L: 7; I: 6; Total: 21 The firm advised Mineral Resources on last year’s acquisition of the Bald Hill lithium mine in Western Australia, for A$260mn including assumed debt, after its previous owner went into administration four years earlier. The lawyers helped strike the deal by using independent experts to value the mine — despite hopes among some former shareholders of a higher premium.

Science and technology

Winner: Trilegal Originality: 8; Leadership: 8; Impact: 9; Total: 25 The firm drafted a policy for India’s Open Network for Digital Commerce, a government-backed scheme designed to encourage ecommerce expansion and competition. The network aims to connect different platforms through technology, enabling all buyers and sellers to transact with each other regardless of which app they are on.

The scheme was created by India’s commerce ministry to encourage small traders to move their businesses online and promote competition with established platform providers. The policy is designed to be fit for future regulatory changes.

MinterEllison O: 7; L: 8; I: 9; Total: 24 The firm helped Genomical, an Australian genomics data collaboration between hospitals and academic groups, become a commercial enterprise. The firm devised a structure to balance the interests of investors with stakeholder control over product development. It structured shareholder rights and negotiated intellectual property rights to take account of the platform’s potential use by hospitals around Australia for genetic tests and other medical applications.

Sidley Austin O: 8; L: 8; I: 7; Total: 23 The firm represented Chinese chip developer BaTeLab in the vetting process for listing on the Hong Kong stock exchange in December. The lawyers drew on their drafting of the legal prospectus and specialist knowledge of the semiconductor industry to inform the HKEX about the company and its products.

Tilleke & Gibbins O: 6; L: 7; I: 8; Total: 21 The Thai firm’s local expertise helped global tech companies Amazon and Google navigate foreign investment restrictions to take part, alongside Microsoft, in investing $8.5bn to build data centres in Thailand.

Shardul Amarchand Mangaldas & Co O: 6; L: 7; I: 7; Total: 20 The firm helped telecoms operator Reliance Jio secure financing to buy equipment worth over $2.bn from Sweden’s Ericsson through a loan facility with several banks. Syndicated loans of its scale are rare in India, requiring the lawyers to liaise closely with regulators.

Anand and Anand O: 7; L: 7; I: 6; Total: 20 The firm helped US tech groups Microsoft and Amazon pursue a case against an India-based scam that involved impersonating support staff and defrauding customers of both companies. The lawyers convinced India’s Central Bureau of Investigation to register this as a rare joint case.

Winner: Morgan Lewis Originality: 8; Leadership: 8; Impact: 9; Total: 25 The firm assisted Singapore-based global port operator PSA International in setting up a joint venture with Kazakhstan’s state-owned railway operator, Kazakhstan Temir Zholy.

To satisfy PSA’s preference, the business is subject to the AIFC Court, an independent jurisdiction following English common law based in the Kazakh capital Astana that is separate from the country’s domestic judicial system.

The combined entity, KPMC, was unveiled last May and aims to improve rail route connections and trade flows from China and the rest of Asia to Europe via Kazakhstan.

Gilbert + Tobin O: 9; L: 8; I: 7; Total: 24 The firm advised Sigma Healthcare in striking a proposed reverse takeover deal with its larger Australian pharmacy rival, Chemist Warehouse. Under the terms of the deal, announced in December, shareholders in privately owned Chemist Warehouse would hold an 85 per cent stake in the combined business, which would take on the Australian Securities Exchange listing of Sigma and have an indicative market capitalisation of A$8.8bn.

The company obtained “in principle” advice from the ASX that it would not need to repeat compliance with the exchange’s admission and quotation requirements following its effective takeover by the larger Chemist Warehouse. The deal remains subject to approval by the Australian Competition and Consumer Commission.

Dechert O: 7; L: 8; I: 8; Total: 23 The firm advised Capital Square Partners on its merger with Basil Technology Partners in 2023. The deal created a merged fund valued at $700mn that provides investors with access to a larger pool of technology assets, or the ability to cash out of original investments. The assets are spread across multiple jurisdictions in south-east Asia and it has become one of the largest technology funds in Asia.

Nishimura & Asahi O: 8; L: 8; I: 7; Total: 23 The firm advised Toshiba, the Japanese electronics conglomerate, on reverting to private ownership following 74 years as a public company and, latterly, eight years of accounting and governance turmoil.

The lawyers helped to secure a $15bn offer from a consortium led by private equity firm Japanese Industrial Partners, following a protracted sales process that paved the way for the country’s biggest ever take-private deal.

Ensuring transparency with the shareholders and encouraging competition among bidders was crucial in concluding the sale of the business, given the heightened scrutiny of Toshiba prompted by the recent controversies.

Freshfields Bruckhaus Deringer O: 7; L: 7; I: 7; Total: 21 The firm helped Zurich Insurance acquire an enlarged majority stake in Indian insurer Kotak Mahindra General Insurance for $488mn. The proposed stake rose from 51 per cent plus additional considerations to 70 per cent outright, requiring the lawyers to design a structure to comply with regulatory limits on foreign ownership of Indian insurers. If the deal goes ahead, it will represent the largest foreign investment into India’s non-life insurance market.

Resolüt Partners O: 6; L: 7; I: 7; Total: 20 The firm advised Singaporean sovereign wealth fund GIC on the creation of a joint venture with Genus Power Infrastructure, an Indian smart meter maker. GIC holds 74 per cent, with Genus holding the remainder of the business, which is committing $2bn in capital to supply smart metering across India.

Fintech and digital assets

Winner: DLA Piper Originality: 8; Leadership: 8; Impact: 9; Total: 25 A team of lawyers based in Hong Kong helped Dubai’s Virtual Assets Regulatory Authority (Vara) create a compliance framework for all cryptocurrency and other digital asset businesses. Lawyers worked with the emirate’s regulator to draft a rule book aimed at promoting Dubai as a hub for cryptocurrency investment while ensuring consumer protection. By April 2023, the regulator had granted 19 licences.

Allen & Gledhill O: 8; L: 8; I: 8; Total: 24 The firm advised Singapore-based global carbon exchange Climate Impact X ahead of its first trading day, in June 2023. The venture — which aims to establish Singapore as a regional hub that can challenge other global exchanges in voluntary carbon emission trading — is backed by Singapore Exchange, state investor Temasek, and the banks DBS, Standard Chartered and Mizuho. The exchange aims to attract international carbon traders keen to buy credits created by the accredited projects designed to curb greenhouse gas emissions.

Ashurst and Linklaters O: 8; L: 8; I: 8; Total: 24 When the Hong Kong government issued a $750mn green, multi-currency digital bond, Linklaters acted for global bank HSBC, and Ashurst represented its blockchain platform HSBC Orion, where the bond is hosted. Lawyers from both firms liaised with regulators and helped redesign the bond documentation to reflect its use of blockchain.

The lawyers ensured the hosting digital platform was directly connected to Hong Kong’s central clearing house so investors could subscribe to the bond without having to open new accounts.

Baker McKenzie O: 7; L: 8; I: 8; Total: 23 In November 2023, the firm helped Singapore’s DBS Bank, Switzerland’s UBS, and Japan’s SBI Digital Asset Holdings to structure the world’s first cross-border repo and natively-issued digital bond fully executed and settled on a public blockchain. The transaction, which was sponsored by the Monetary Authority of Singapore, aimed to test the feasibility of applications in asset tokenisation and decentralised finance deploying distributed ledger technology.

Clifford Chance O: 8; L: 8; I: 6; Total: 22 The fintech team advised on Singapore’s first live cross-border transaction using tokenised deposits between financial services company JPMorgan and Japanese digital asset service provider SBI Digital Asset Holdings, in November 2022. The lawyers contributed to the development of new regulation that clarifies that these tokenised deposits will not be classed as securities.

Howse Williams O: 7; L: 7; I: 7; Total: 21 The firm helped Tykhe Capital investment group win approval from the Hong Kong securities regulator to tokenise a real estate asset fund through a subsidiary, Pioneer Asset Management. The rarity of tokenised real estate asset funds in the region meant lawyers had to show how it complied with existing regulation. The transaction aims to set a blueprint for future tokenisation projects in Hong Kong.

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UBS Interview Experience For Software Engineer Internship (On-Campus)

Internship details.

• Duration – 8 weeks
• Location – Pune (Kharadi)

Round – 1 (Online Assessment):

Online Assessment consists of 40 MCQ questions based on topics like Aptitude, DSA, CNS, OS, DBMS, and OOP. Also, it consists of one coding question Leetcode medium-hard. I had a question in which I had to do some pre-computation like prefix sum and apply binary search on it, it had some queries so brute force gives TLE. The coding question must be completely solved with all test cases passed to get selected for the interview.

Almost 400 students took this test and 60 were selected for interview.

Round – 2 (Technical Round):

There were 8 panels for the interview. The interview was virtual.

• Firstly, the interviewer asked me introduction then he gave his introduction and quickly moved on to the projects. He asked me various questions about the projects like what challenges you faced while working on them and how you tackled them, I also cross-questioned various insights about projects like the schema of the database table.
• Then he asked me to tell him various approaches to reverse a string.
• Then he moved on to various OOP concepts like function overloading and overriding.
• He also asked me for real-life examples from pillars of OOP.
• Asked types of keys present in the table.
• Then he moved on to some HR questions like your long-term goals and the thing in your life you regret most till today.
• The interview lasted for 30 min.
• It was only the full and final round.

12 students out of 60 were selected for the Software Engineer Intern role.

Tips – You should have a good understanding of your Projects and your projects must be unique.

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UBS Investment Bank Internship interview

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I managed to secure a 30 min phone interview with HR and a 1 hour personal interview for an IB internship position with UBS. Pretty psyched. It's a CFO Investment Bank internship so basically I'd be with the Finance team of the IB division.

I've already had an HR phone interview a year ago with UBS so I know what to expect, it's pretty basic and formal: give me your strengths/weaknesses, one big achievement, a tough situation that you managed to get out of, where do you see yourself in 5 years, ... pretty normal stuff that I can prepare for.

But I'm worried about the 1 hour interview with the IB guys. There are gonna be 2 dudes. Thing is I'm not really aware of the details and all of what the Finance team does. Now I know they're responsible of the reporting, forecasting, planning, regulation and controlling processes but what do you guys think I should look up to give me the best chance at landing this?

I have 2 days to get ready. I wrote a seminar paper on the Basel III accords so that might have a positive impact ; I know about the regulations (equity ratios, liquidity requirements, equity buffers, etc...) and how banks have to adapt to the new rules.

This is how UBS describes the position:

• Ensuring the accuracy and integrity of the revenues generated by the assigned front-office trading desks • Providing transparency and explanation of the Desk’s financials to both Finance management and to other key stakeholders • Ensuring the balance sheet and risk management systems accurately reflect risks involved in the various CFO-IB business/trading areas • Controlling that the general ledger properly reflects the Profit & Loss and the Valuations of the various products held/traded by your Investment Bank traders • Providing value-added commentary to Management for Business Planning and Analysis • Analysing significant market and position factors/trends that are contributing to your Business Area results

So many things going on here, don't know what to start with...

By the way, this would be my first experience. Not a positive thing but the fact that they kept me to go through with the next step is a good sign, means they like my profile. I just have to go balls deep here.

Thanks guys. Really appreciate it.

"why UBS ?"

it will, most likely, be a casual talk interview

you are putting too much emphasis on the word IB here - the internship is in another department, in a support/ BO role. if it is at the small office, some IB guy might come to say hi, but I think that you will mostly talk to guys from finance division and HR

i would not expect technical questions for finance division - more likely that they just want to see if you are an OK person and pleasant to work with

id expect "walk me through your resume" question and talking about your past experiences in more detail.

also, just to add:

finance, accounting, CFO etc. teams are part of the "Corporate Center" Business Division at UBS , and not of "Investment Bank", " PWM " or something else, which is why i doubt that it will have to do much with the IB other usual parts of the "Corporate Center" are Audit, Technology, Inhouse Consulting, Risk, Legal, Compliance, etc. (so generally BO activities)

also, because of the chinese wall at the bank, you are allowed to see limited amount of things, so even though they are throwing IB / trading word in the description of the role, i dont think that it will be connected to those

P.S. i am confident that you will get the job - shouldn't be hard its a good place for networking with other divisions since hours will not be too hard. i would suggest volunteering to assist corporate/investment bankers, traders, pwm /am guys whenever you can with anything you can (and are allowed to) help with, so that you might get a chance for a FO when the time comes. also, you could ask to rotate to another division or even move to another division. however, first find out if there is a need for an extra guy somewhere etc. don't simply ask your boss right away :D

animalz: it will, most likely, be a casual talk interview you are putting too much emphasis on the word IB here - the internship is in another department, in a support/ BO role. if it is at the small office, some IB guy might come to say hi, but I think that you will mostly talk to guys from finance division and HR i would not expect technical questions for finance division - more likely that they just want to see if you are an OK person and pleasant to work with id expect "walk me through your resume" question and talking about your past experiences in more detail. ---- also, just to add: finance, accounting, CFO etc. teams are part of the "Corporate Center" Business Division at UBS , and not of "Investment Bank", " PWM " or something else, which is why i doubt that it will have to do much with the IB other usual parts of the "Corporate Center" are Audit, Technology, Inhouse Consulting, Risk, Legal, Compliance, etc. (so generally BO activities) also, because of the chinese wall at the bank, you are allowed to see limited amount of things, so even though they are throwing IB / trading word in the description of the role, i dont think that it will be connected to those P.S. i am confident that you will get the job - shouldn't be hard its a good place for networking with other divisions since hours will not be too hard. i would suggest volunteering to assist corporate/investment bankers, traders, pwm /am guys whenever you can with anything you can (and are allowed to) help with, so that you might get a chance for a FO when the time comes. also, you could ask to rotate to another division or even move to another division. however, first find out if there is a need for an extra guy somewhere etc. don't simply ask your boss right away :D

Thanks man.

Yeah I agree, they have like 2-3 different places in the job description where they mention Investment Bank but really, it's part of the corporate center, even though it's the Finance team of the IB division.

Wouldn't a Finance team be middle office? rather than backoffice or frontoffice?

Great advice for the networking part. Yeah if I get it, I'm gonna make sure to maximize the return, I'm gonna do as much as possible that's for sure. Thanks for being confident for me lol but there's quite a bit of competition for these 6 month internships . What makes you think I'll get the position?

By the way, I'm gonna be interviewed by the "Bus/Product Controller - Fx Derivs / Struct Products" and the "Head - CH FX".

Are you sure there's nothing I can look up for the interview? They say it's 1 hour long but if I remember correctly, last time I went it didn't last 1 hour, far from it... but 1 hour long is.....long

P.s. Suit is mandatory I'm guessing? even if it's back office (or middle office). Better to overdress than underdress. The reason I'm mentioning this is because last time I went to interview at UBS , everyone was in polos, t-shirts,... It was also the Corporate Center.

heebbanker: "why UBS ?"

I don't really have the choice right now, I'm willing to take anything that comes my way, even something at a big 4 audit firm.

I need the experience.

swissstud: heebbanker : "why UBS ?" I don't really have the choice right now, I'm willing to take anything that comes my way, even something at a big 4 audit firm. I need the experience.

Hah, he meant when they ask you "why UBS ?" how to respond. I'd mention how you think they have strong branding especially for PWM but then go into why you want to do IBD and then focus on the strengths of their group (look up current/past deals, mention size/sector of companies, etc.).

EDIT: Sorry yeah, misread. Same advice applies above but obviously your question would be "which desk?" then bring up your regulatory knowledge, and maybe even go as far as asking about their strats and how that would affect your reporting.

always wear suit +tie on an interview

later on you may adjust...

Truce: swissstud : heebbanker : "why UBS ?" I don't really have the choice right now, I'm willing to take anything that comes my way, even something at a big 4 audit firm. I need the experience. Hah, he meant when they ask you "why UBS ?" how to respond. I'd mention how you think they have strong branding especially for PWM but then go into why you want to do IBD and then focus on the strengths of their group (look up current/past deals, mention size/sector of companies, etc.).

Thanks man. But, wouldn't saying that my goal is Finance to the Finance team better than saying IB? Mind you I'm relatively new to this so I might be missing something.

Any good questions to ask to make me stand out?

animalz: always wear suit +tie on an interview later on you may adjust...

Ok, will do.

If they ask me why I'd be suited for this role, what can I say?

Should I say something like it's middle office so you get to interact both with front and back office and that I'm good at grasping the "whole picture" of things, can make connections between different things, etc...

Just checked where I have to go. It's in the Investment Banking building, not the Corporate Center ( UBS is all over the place in the Zurich region, IB is separate from Corporate, from PB , etc...)

So does this mean the Finance team of IB is always in the same building as IB? If I get it, it's gonna be awesome, so many networking and contact opportunities.

Even though it's not an IB position, it's pretty amazing and I'm psyched, gonna be awesome.

My first experience in the finance world was in the Finance division of a BB investment bank and I interned within the team that was also responsable for IBD . Therefore, I give you my 2 cents on this: 1) Finance is not IBD and, even if you are doing the reporting stuff of IBD desks, you will not do anything related to corporate finance , M&A, etc. Probably you (your desk) will compare the current performance with the budget, check which are the top clients, the top desks, and keep confronting their performance with budgets, forecasts, markets, etc. 2) I personally hate saying that something is front office or back office . Obv. front office roles serve external clients while back office roles serve internal clients. The finance people serve internal clients (usually the top management both in Finance, in IBD and very top guy in the management team but still "internal"). I don't really understand what "middle office" mean. If this is something that describes offices that work both with internal and external clients, then I will put in this field only the risk guys which help determining if you can lend or not to some client and help with some credit risk analysis for ECM , DCM and M&A purposes. 3) my interview was 100% about fitting question or random market questions. Don't expect anything techcnical because, almost the time, you can't learn anything useful at school for product controlling positions. When I interviewed there in Jan 2010, they asked my basic "walk me through your cv" questions and something related to the most relevant market trends at that time (taxes on banker bonuses, HF /Banks moving to lower taxed places, higher regulation requirements for the banking industry, Lehman Brothers , etc.) therefore I would go through the FT and try to understand what's going on and know your shit about that. 4) Sometimes, they don't like to see people which are there just to put a good name on the CV and leverage it later on for front office position (even if this is what 50% of people in that situation do, including me). So, it is good to show that you are interested to know everything about the bank, saying that working in Finance you can have a view on how a bank work from the very inside but expect to be asked why you are not interested in IBD or Sales & Trading and be ready to give a good anser to it (if you are studying accounting this can help). 5) Go with suit + tie. As you said, it is better to overdress than underdress. Anyway, during my experience, I've never seen people in the office with polo or casual things. 6) Why UBS and be ready to talk about what UBS has been going through in the last years. 7) no they are not always in the same building.

Great info, thanks a lot man.

Yeah I'm definitely gonna check out current financial/economic issues.

Also I think the fact that I wrote a paper on banking regulation is something very positive and can make me stand out, I already know quite a bit about equity ratios, liquidity requirements, capital buffers, etc... so I should definitely mention that.

How can I play the "no experience so far" part? I've been a semi-pro athlete these past 4-5 years, decided to stop because of 1) injuries, lots of them, at a certain point I didn't want to jeopardize my future and 2) You gotta chose at some point, go balls out on finance/banking or try to do both (career and sports). Can I turn the sports/athlete thing into something positive to somehow make up for the 0 experience I have in finance?

bump to my last questions

To the "where do you see yourself in 5 years?" questions, what can I say to the Finance team to make a good impression? Should I simply state that my goal is to be working in the Finance division?

Banking and corprate jobs in general love athletes. The reason? They're competitive, know how to dedicate themselves at a high level (if pro/semipro), and will usually be good looking and in great shape. It's generally a solid "product" to put out in terms of being likeable amongst coworkers, and presentable for clients. Try and spin these points but make them relevant to you.

And I assume you have read Vault's guide to finance/ investment banking interviews ?? Should be a great refresher for your interview. (just google it.)

Also, try and avoid questions about your lack I finance experience; of course they'll ask, so say you tried your best at soccer, but it wasn't realistic to pursuer so you're now ready to dedicate yourself to a career in high finance.

For the "where you want to be," say you want to learn the in-n-outs of the various roles within a bank, learn as much as you can along the way, and end up in the position that best suits me and the bank, whether Finance, IBD , whatever. Put emphasis on the fact that you want to learn and are passionate about banking, and not just the glamorous jobs on paper like IBD .

Sorry for the typos, iPhones can be brutal

From one swiss to another.....heres the key, having interviewed at UBS in swiss multiple times and having done perhaps the most prestigious/important/BSD internship out there ( trading of course)....

the interview scene is much different than UK/US. Primarily based on Fit. If the dude likes you and youre not a complete numbnut, chances are pretty good that you'll take it simply because your MA HSG (or you are so at the moment....maybe you wont graduate :) and wont bother too much with technicals (even in this role)

The ONLY thing you have to be absolutely certain about is: WHY UBS (i.e. why this position + the bank and not those fuckos at CS ) and WHY YOU?

fuck everything else.....you say the answers to those questions in a confident manner and you'll be doggy-styling those mofo's in no time.....just be very very certain.

also, the BEST way to get an internship in IB / Trading in UBS Swiss is to do a really easy internship (like this one) well and then get your boss to hook you up. Half of the jag-offs on my trading floor got through this way; they hardly interviewed at all when it came to the trading /sales internship because their jerkoff boss thought that just because they could do controlling correctly, they could be a trader (true story)

I think I know a HSG kid in the team youre interviewing btw....

any other questions and feel free to PM

just dont be fucking nervous....with HSG on your resume, in swiss, you'll get plenty of interviews.....youre already on the correct route in that youre applying for these MO/ BO roles.....but it'll make it much easier down the road when you'll be able to leverage that shit internally.....

All the best! Go HSG! fuck all these other Imperial/ LSE mofos coming to swiss to take our jobs!

when does this internship start, September?

UBS Investment Banking Summer Analyst 2015 - First Round Interview ( Originally Posted: 10/12/2014 )

I have a first-round interview with UBS this upcoming week. This past summer I interned for a boutique investment bank and was placed on their Healthcare Group. I was exposed to a sell-side M&A transaction and assisted in the valuation process (utilizing DCF , Precedent Transaction , and Comparable Companies Analysis).

My question is do you think that the interviewer will ask me about LBO or M&A modeling? Although LBO is the 4th major valuation method, I have no real exposure to it. The same case is with M&A modeling. Even thought that's where my transaction background resides, I have no experience with it either. Thoughts?

General stuff only. No one will expect you to know M&A things like how goodwill is calculated, what pro-forma adjustments you need to make to assets/liabs, tax implications of a stock purchase rather than asset purchase . what they prob will expect of you is how form of consideration will affect accretion/dilution. maybe not to the point that cash used will result in less interest income , but definitely stock and debt effects.

How did the interview go? Are you a target or non-target?

Anyone have insight on the 30 minute phone screening for IBD ?

UBS phone interview ( Originally Posted: 10/12/2015 )

I have a first round interview for UBS over the phone for 2016 summer analyst IBD . Anyone have any advice or experience with it? Will it focus on technical or fit?

Online application

Have one tomorrow as well. Good luck.

Are you all targets or non-targets? Just curious cause I know that BBs tend to separate interviews between the two

non-target.

How was the interview OP? Had to reschedule mine...

Just put the pressure on them by turning the conversation to the recent Department of Justic fine threats and Swiss banks' capitulation.

My experience last year was a combination of both. Phone interviews are a screener, so expect only basic technicals if any. Mine was accounting / DCF focused as far as technicals go, but they also asked a lot of fit stuff as well. Really just check the box questions you have probably seen / heard before at this point. Dont sweat it

I have a phone interview tomorrow for UBS summer internship in IBD in London. Has anyone done it? Care to share the questions? Thanks

In America, one call was technic focused. The other was very fit. I messed up technicals. I nailed fit part. I was offered super day . I got all of 4 technical questions. Rest were fit. Just nail basic technicals but kill the fit. They were very why UBS and if you were a decent person focused

Interview for UBS Investment Bank Internship position ( Originally Posted: 06/22/2013 )

Posted this on the IB forum but realized that it's more suited here:

Anyway I managed to secure a 30 min phone interview with HR and a 1 hour personal interview for an IB internship position with UBS. Pretty psyched. It's a CFO Investment Bank internship so basically I'd be with the Finance team of the IB division.

• Ensuring the accuracy and integrity of the revenues generated by the assigned front-office trading desks • Providing transparency and explanation of the Desk’s financials to both Finance management and to other key stakeholders • Ensuring the balance sheet and risk management systems accurately reflect risks involved in the various CFO-IB business/trading areas • Controlling that the general ledger properly reflects the Profit & Loss and the Valuations of the various products held/traded by your Investment Bank traders • Providing value-added commentary to Management for Business Planning and Analysis • Analysing significant market and position factors/trends that are contributing to your Business Area results So many things going on here, don't know what to start with...

This is not an IB internship, just so you know.

TheBlueCheese: This is not an IB internship, just so you know.

This. This is the equivalent position of working in the finance department at a F500 business.

NorthSider: TheBlueCheese : This is not an IB internship, just so you know. This. This is the equivalent position of working in the finance department at a F500 business.

Yeah no I agree, even though the internship position has "IB" in it. But at this point I'm willing to take anything really, I really need experience.

On a side note, I'm gonna be interviewed by the "Bus/Product Controller - Fx Derivs / Struct Products" and the "Head - CH FX".

Can you guys think of anything I can look up for the interview? They say it's 1 hour long but if I remember correctly, last time I went it didn't last 1 hour, far from it... but 1 hour long is.....long

P.s. Suit is mandatory right? even if it's middle office. Better to overdress than underdress. The reason I'm mentioning this is because last time I went to interview at UBS , everyone was in polos, t-shirts,... It was also the Corporate Center.

swissstud: P.s. Suit is mandatory right? even if it's middle office. Better to overdress than underdress. The reason I'm mentioning this is because last time I went to interview at UBS , everyone was in polos, t-shirts,... It was also the Corporate Center.

Don't have any experience with these interviews, so I'm afraid I'm no help to your other questions. But re: dress, yes, you should absolutely wear a full suit and tie.

NorthSider: swissstud : P.s. Suit is mandatory right? even if it's middle office . Better to overdress than underdress. The reason I'm mentioning this is because last time I went to interview at UBS , everyone was in polos, t-shirts,... It was also the Corporate Center. Don't have any experience with these interviews, so I'm afraid I'm no help to your other questions. But re: dress, yes, you should absolutely wear a full suit and tie.

Yeah that's what I'm guessing. It's just that i was quite flabbergasted when I saw how some people at UBS 's Corporate Center were dressed. I literally saw some guys in polos, chinos and summer shoes.

swissstud: Yeah that's what I'm guessing. It's just that i was quite flabbergasted when I saw how some people at UBS 's Corporate Center were dressed. I literally saw some guys in polos, chinos and summer shoes.

Chefs wear aprons, but I would still show up to a culinary interview in a full suit.

UBS IBD - 1st round phone interview ( Originally Posted: 10/12/2010 )

Has anyone gone through the 1 round phone interviews for UBS IBD - non-target candidates. When do they usually get back about if you got the superday or not ?

when did you have your interview? i thought (maybe wrongly) they were done a while ago?

I had it on friday

they should get back to you pretty soon.

p.s. i thought they were done, too.

What about UBS in Asia (Singapore or Hong Kong)? has any one heard out?

UBS has been done for a while. They only held three Superdays for FT , the last of which was Friday 10/1. They might bring in a few select individuals in case they haven't met quota, but there will be no more formal superdays.

are these interviews IN asia? i woulda thought that they were all over for the BBs by now

UBS Phone interview, help? ( Originally Posted: 01/09/2008 )

I have a phone interview on fri with UBS for IBD SA , prior to this, I have a ability test.Anybody who have gone through this or have knowledge on this can give me some suggestions, i.e. will i be asked more technical questions or just some fit questions .

Btw, the position is in China

Thanks in advance

P.R. China (Beijing/Shanghai) or HK?

UBS IBD phone interview ( Originally Posted: 01/20/2013 )

Got a UBS IBD phone interview coming up in a few days, can anyone tell me what to expect?

If you get the job you can retire in 1 year with a $50 million yearly pension. Don't fuck it up.

Same as every bank: Story Ways to value a company Common multiples How the three financial statements link

While on this topic, what percentage of UBS IBD group is staying? From what I read, wasn't the firm cutting most of the group in the coming years?

UBS Interview help! ( Originally Posted: 09/25/2007 )

I have interview with UBS. I am contemplating among the following groups of interest : M&A (not doing great at this point in time), Healthcare, Technology. Please suggest if any groups are better.

Might be a no-brainer but importantly, what does FSLF group stand for?

staying away from UBS Technology. They're definitely not near the top when it comes to Tech. Healthcare would be my choice. I'm guessing FSLF is something to do with Financial Sponsors / Leveraged Finance and that group is also probably not doing great at this point in time.

HC is a great group at UBS .

everyone agrees healthcare is #1 at UBS . what are the second and third best divisions at UBS? M&A and FSLF?

Healthcare is good, but it is a slave ship

FSLF is Financial Sponsors and Leveraged Finance . I believe they also house the restructuring practice. While sponsor activity is a bit slow right now, you might want to consider that UBS didn't exactly overdo it with the leveraged loans, and therefore has a smaller mess to clean up than, say, Deutsche. From 'Winners and Losers from the Credit Crunch - WSJ.com':

"UBS Winner : It has largely sat out the LBO -lending bonanza, a point that helped alienate star banker Ken Moelis . Though the Swiss institution passed up on more investment-banking profits for years, it can claim both moral and “thought” leadership for begging off the LBO lending craze. Few things are as satisfying as “I told you so.”"

As a result of their tight stance on financing, the bulk of UBS' M&A work is/was/will be strategic. My guess is that their deal flow and pipeline will suffer less than competitors who derived more of their flow from sponsor-related activity.

Healthcare is way up there but only a good option if you can handle a TON of work. UBS Healthcare is rumored to be the most heavily worked group on the street.

Power sounds like an up-and-coming group. They poached a key Lehman banker (one of the TXU dealmakers) a few months ago.

Industrial is way up there in the league tables and is massive in the (currently booming) mining sector.

Media is pretty beast... I think they did Reuters/Thomson and are/were advising Virgin Media on their possible sale.

M&A is solid. HC is a great group, but if you search the forums i do believe someone mentioned that the experience was not that great - i.e., associates doing analyst work, analysts doing absolute crap work, etc.

How is their Municipal Securities Group? What about doing Healthcare within that group?

they're strong in munis as far as i know, right up there with Citi .

i also have an interview at UBS over the phone tomorrow with one of the recruiters. looking into m&a, tech (only because I have background, not because they are strong there), industrials.

Thank you for your views. Thanks justanotherbanker for elaborating. Good luck gomes3pc. C.

UBS TMT recently poached two Lehman bankers, one in Media and one in Tech. They both are based out of New York. Additionally, UBS just poached a Credit Suisse banker to head up the comms equipment practice in SF. UBS Tech is taking market share . NYStateofmind might have a point about UBS Tech in the past but they are on the rise. I would definitely check them out..

UBS SA Interview ( Originally Posted: 02/03/2014 )

Has anyone interviewed for a SA position at UBS? If so, was it primarily behavioral or technical? Any insight would be appreciated.

Friend from a east coast target interviewed last week - said first round started with technicals but was mainly behavioral

First round for me was mainly technical. superday was a mix of both, with more of the senior guys putting more emphasis on the behavioral stuff. As you may have seen around WSO , getting hard technical also depends on your personality and the way in which you answer prior questions. If your answers to normal questions become technical, or you answer things that may not have been asked, you will definitely get more advanced follow ups. If you are concise and avoid trying to do this, technical questions will only come up when it is time for them. In that scenario, they will be the check the box ones with several "curveballs" but nothing impossible unless you came off as a showoff technical-know-it-all.

Hedgehog68,

When did you interview with UBS ?

Interviewed and had a super day with them back in December (resulted in an offer). The first-round was pretty basic: background, experience, and technicals based on some of my experience. They brought in 25 for the super day, all of which were internally referred, I believe. They grouped us into five pods and each of us rotated through a series (three) of one-on-one interviews with employees ranging from analysts to directors. The analysts were usually the purely technical based interviews. This was pretty easy, as long as you didn't steer the conversation into something very complex (mine was very debt focused, given prior credit research experience). The associates were usually in charge of asking questions about teamwork skills and your leadership style, pretty easy. Wound up spending ten minutes of my interview talking about motorcycles. The final interview was usually with a director or a managing director and that was geared towards if you were the right fit for the company, mine centered around grilling (one of my interests) since he had never seen it on a resume coming from England.

Main things to be prepared for: 1.) Really know why UBS , they've had issues in the past and have changed up their business strategy, be familiar with this and why you think it'll work. 2.) Don't be a finance nerd, everyone I've met there was extremely nice and personable, try to be the same. 3.) Don't take it too seriously, relax and enjoy NYC . PM with further questions.

I was at the same superday as grhunt in early December (it was the accelerated superday). He basically hit every point with that post. Good luck

Agree! They also take a lot of pride in mobility across branches (aka if u start in new york and wanna move to Asia later) as well as the fact that they encourage you to do PT MBA and cover your tuition!

pretty standard, why UBS , why banking, basic technicals

Good information, thanks for sharing.

I interviewed with UBS in January and got an offer from them recently. Go to a target school but UBS strangely did not do OCR this year. Interviews were fairly straight-forward and mostly behaviorals. The 'technicals' mostly involved walking them through previous projects I did at internships on my resume and being able to talk intelligently about them. Just talking to my friends it seems as if "Tell me your thoughts on the economy " is a very popular interview question with UBS too.

In terms of 'answers they like' for the behaviorals, the IBD folks seem to take pride in how UBS has the highest ROE on their IB division out of all the BBs . Throughout the recruiting process, I've also heard them emphasize multiple times the synergies between the ultrahigh net-worth individuals in UBS' Private Wealth business and IBD .

Phone interview with UBS tomorrow (internship) ( Originally Posted: 06/11/2012 )

so I applied to this UBS internship:

Internship - Financial Accountant Risk Weighted Assets (RWA), it's a 6 month internship, for people with at least 2 semesters at university that studied either accounting, banking or economics . I'm doing economics.

This basically what I'd be doing (quote from the UBS website):

"The candidate will be part of the Global RWA Team, which is responsible for the reporting and explain of Basel 2.5 and III regulatory Risk Weighted Asset numbers to the Swiss regulator.

The Region Switzerland RWA Team is responsible for an accurate, compliant reporting of the Basel 2.5 and III Risk Weighted Assets for the Region Switzerland (across all Divisions).

These main tasks include a profound analysis of the underlying business portfolios (by products, clients, exposures, credit risk parameters & methodologies, macro economical changes, etc.) as well as the pertinent Basel regulations."

I applied and they basically called me back 5 days later and we arranged a 30 minute phone interview and a 1 hour personal interview in Zurich 2 days later.

The fact that they already arranged a 1 hour interview without even talking to me on the phone seems good. During the 1 hour interview, I'll be interviewed by the head of RWA Switzerland so this is looking good, although I haven't got the position yet.

In the email they sent me, they said I had passed the first rounds.

I have never done this in my life, I'm quite stressed, in fact I'm freakin' scared to be honest, this opportunity would be so awesome and perfect for me.

What do they usually ask you on a 30 minute phone interview? How can I prepare? Should i have sheets with information in front of me?

One of the reasons they're probably interested in my application is that I wrote a 35 page seminar paper on the Basel 3 Accord and its impact on the banking sector at university. It's partly because of this I'm guessing that they're interested in me, dunno though.

Any help/advice/tips would be awesome.

Thanks guys

best advise i ever got: stay away from UBS.

ask them why theyre firing people

Cornelius: ask them why theyre firing people

Might as well ask every bank that...

UBS is fine and nothing wrong with interning or working there

Become well-versed with the Swiss.

http://www.youtube.com/embed/QVrcnyn5ZZ4

Connor: Become well-versed with the Swiss. http://www.youtube.com/embed/QVrcnyn5ZZ4

lol nice video, except in the case of UBS, that sled would have fell over and crushed the entire team to death.

1 hour interview with UBS tomorrow (internship)! ( Originally Posted: 06/13/2012 )

so I had the phone interview yesterday, lasted 20-30 minutes or so. I think I did good, they asked the typical questions (strengths/weaknesses, why ubs, why this position, where do I see myself in 5 years (this one I was more hesitant though), describe a situation....., etc....)

Now I have a 1 hour interview tomorrow in Zürich. I'm almost less stressed because on the phone, you can't tell what the person is thinking, when you're face to face it seems better IMO.

What should I prepare for? what kind of questions will I get?

this is the position btw:

https://jobs.ubs.com/1033/asp/tg/cim_jobdetail.asp?SID= ^5i_slp_rhc_VxCGmc3PuGp53d/6QQ1S/3N_slp_rhc_dF4LwZhHvDn8QHAxSvPw5XYMRkM_slp_rhc_WNrahCzJ3&jobId=85930&type=search&JobReqLang=1&recordstart=1&JobSiteId=5028&JobSiteInfo=85930_5028&GQId=886

I wrote a 35 page report on the thing the team I'd be with would be working on. That could be why I get this internship if I do. This internship is just perfect for me, the length of it (6 months), the location, the division, everything.

Will they ask technical questions? On Finance, accounting, banking regulation?

Are they like gonna give me a pencil and ask me to be a salesman and try to sell them the pencil? Things like that?

Do people take paper sheets with info on them?

I've never done this, I'm quite nervous although I'm sure once I'm in there it'll be ok.

Any advice would be awesome!

Link didn't work. What position did you apply to?

post those links again mate

Love how UBS is laying off 1st year IBD guys in NYC and hiring them over in Zurich. I thought Europe was supposed to be in more trouble than us?

BlackHat: Love how UBS is laying off 1st year IBD guys in NYC and hiring them over in Zurich. I thought Europe was supposed to be in more trouble than us?

Link is broken. Just tell us what the position is.. IBD ?

sorry about the link guys,

hope this one works:

https://jobs.ubs.com/1033/asp/tg/cim_jobdetail.asp?SID= ^uAMDqYAjpKmBHsq3PtAZAeHBhkHflrIE5ulLgSChoqALK607o9GNuYKgBgBQ2czO&jobId=85930&type=search&JobReqLang=1&recordstart=1&JobSiteId=5028&JobSiteInfo=85930_5028&GQId=886

By the way; I'm being interviewed by the Head of Global RWA and one woman who's Financial Rep Specialist - REGION SWITZERLAND RWA.

Pretty serious stuff.

They said there would be no rounds after this. So it was the 30 min phone interview and a 1 hour personal interiview.

I'm feeling quite good today to be honest. Confident, a bit stressed but confident.

I mean, I speak perfect english (here in switzerland it's not common), I wrote a 35 page report on the Basel 3 Accord, I'm young, motivated. They have to hire me lol.

so it went good I think, the guy was great, very relaxed, nobody was wearing a suit there, it was almost like the google part of UBS, couches all over the place, people with jeans, polos,...

so he said that I should think about it and send him an email to tell him if I'm still interested.

and I am still interested of course! There was a decent vibe between us, we both chuckled a few times and the atmosphere was very relaxed.

Is there like something special I can write that will make him want to chose me even more?

or should I just say I'm still very much interested in the position and that's it?

thanks guys

UBS SA First-Round ( Originally Posted: 12/28/2009 )

Can anybody shed some light on the UBS first-round phone interview? From what I understand it is a 30-minute call with 2 current analysts. It seems that UBS is moving quicker than other banks with recruiting if they are already conducting first-rounds. Any info. would be great.

DId you already get a call for it? If so did you apply via OCR?

With some other firms I had initial screenings just to screen through and see if you made it to the 1st round in-person OCR interview.

Honestly every first round interview is going to be different. Even when I had a first round, and a friend had one with the same firm, for the same position, the questions could be completely different. Most firms aren't THAT structured in their first rounds/screens IMO. The superdays are pretty structured. Just do some general prep for all your first round interviews and prepare for anything they can throw at you.

The worst thing you can do is hear "oh UBS is all fit questions in the first round" prepare for all your fit questions, and then get an analyst that just grills you on technicals for 30 min which you didn't prep for. Pick up some guides (WSO, vault, etc) and prepare for both fit and technical questions for every interview, and then just be calm and be yourself in the interview.

EDIT: Just reread the OP and realized I answered a question that wasn't asked, but my advice is pretty general so I'll leave it.

Might be able to help a bit more if you could tell us what office? UBS LA, for example, has a long-standing reputation for nightmarish interviews, first or final round

It's UBS NY . bump.

Is this OCR or through connections?

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Why skilled trades workers report high job satisfaction.

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While workers in other industries fear becoming obsolete due to the advancement of AI, the report ... [+] highlights that skilled tradespeople perceive AI-resistant career options and paths within their field.

With the continuing escalation of costs for higher learning and recent concerns about the protests on college campuses, some parents and young adults are starting to rethink an expensive four-year university degree. With the current labor shortage, there has been an emerging movement, specifically for Gen-Zs , to pursue a career path in the skilled trades.

To learn more about this field, I spoke with Angie Hicks, the cofounder of Angi, formerly known as Angie’s List, an online resource for finding local service providers. Hicks cofounded Angie's List in 1995 after her boss, William Oesterle, asked her to procure a reliable construction contractor in Columbus, Ohio. When they had difficulties finding the right tradesperson, the duo came up with the concept of a two-sided marketplace for consumers and tradespeople to connect on projects.

During the telephone interview, Hicks indicated that she is bullish on the trades, as professionals can enter the workforce and start earning much sooner, while avoiding substantial student debt. Jobs in the trades are well-paying and offer growth, solid benefits and pensions through unions and the opportunity to become an entrepreneur and your own boss.

With a trade skill, you can pursue a career directly aligned with what you are good at and passionate about. This avoids having to "settle" for jobs outside of your field of study after completing an expensive four-year degree.

Moreover, a new study from Angi on Tuesday shows an uptick in job satisfaction for skilled trades workers since the pandemic. The Skilled Trades in America Report also explores the impact of artificial intelligence, the labor shortage and solutions to attract new talent to the trades.

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“These are highly satisfying and secure jobs, critical to America’s infrastructure and economy,” Hicks said in a statement . “More people are starting to recognize this, but we need to continue to educate new job seekers about the incredible potential a career in the skilled trades holds.”

The Skilled Trades In America

Nearly 90% of skilled tradespeople, like plumbers, electricians and general contractors, report being highly satisfied with their careers. Respondents attributed their high job satisfaction to finding “meaning and value” in their work, their overall compensation and having flexibility in their schedules.

While workers in other industries fear becoming obsolete due to the advancement of AI, the report highlights that skilled tradespeople perceive AI-resistant career options and paths within their field. About 65% of workers surveyed believe their trades jobs are safe from the threat of AI, while only 11% are concerned about AI replacing them in the workforce.

The trades industry is already facing a significant labor shortage, with 40% of employers reporting they could not find new hires to fill vacant positions. Sixty-six percent indicated that they could scale their business if only they could hire more workers. To entice workers, business owners said they have boosted health insurance benefits, in addition to offering wage hikes and flexible work schedules.

Young People Joining The Trades

Younger tradespeople between the ages of 25 and 44 are more optimistic about the future of the labor shortage compared to older workers, according to the report. However, they feel stigmas around trade roles are preventing more young people from entering these fields, as well as the lack of exposure to trade career paths in high schools across the U.S.

To address the shortage, 65% of respondents said increased investment in high school trade prep programs would help, while 54% expressed the desire for more funding for trade schools.

To attract more talent to the trades, Angi has launched the Angi Trade Up Initiatives program, which includes scholarships for trade school students, connecting job seekers with professionals on its platform and an awareness campaign highlighting the benefits of trade careers.

“Through our Angi Trade Up Initiatives, we’re working to bridge the gap and ensure a strong future for the skilled trade industry,” Hicks stated. “We don’t want to be a country that has homes, but no plumbers. Yards, but no landscapers. Behind every home in America is a team of people taking care of it from the HVAC tech to the general contractor.”

The Benefits Of A Career In The Trades

A higher demand for tradespeople means bigger opportunities for anyone looking to join the trades. The benefits include, according to Angi research :

• Autonomy: Fifty percent of skilled tradespeople are their own bosses through entrepreneurship.
• Decreased Debt: Tradespeople who forego a bachelor’s degree enter the workforce with over $26,000 less debt on average.
• Higher Earning Potential: Plumbers, electricians and general contractors earn an average of 22%, 29% and 53% more than other U.S. workers across sectors.
• Job Security: Jobs in the skilled trades are future-proof, as AI will not be doing home repairs any time soon.

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Developing a survey to measure nursing students’ knowledge, attitudes and beliefs, influences, and willingness to be involved in Medical Assistance in Dying (MAiD): a mixed method modified e-Delphi study

• Jocelyn Schroeder 1 ,
• Barbara Pesut 1 , 2 ,
• Lise Olsen 2 ,
• Nelly D. Oelke 2 &
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BMC Nursing volume  23 , Article number:  326 ( 2024 ) Cite this article

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Medical Assistance in Dying (MAiD) was legalized in Canada in 2016. Canada’s legislation is the first to permit Nurse Practitioners (NP) to serve as independent MAiD assessors and providers. Registered Nurses’ (RN) also have important roles in MAiD that include MAiD care coordination; client and family teaching and support, MAiD procedural quality; healthcare provider and public education; and bereavement care for family. Nurses have a right under the law to conscientious objection to participating in MAiD. Therefore, it is essential to prepare nurses in their entry-level education for the practice implications and moral complexities inherent in this practice. Knowing what nursing students think about MAiD is a critical first step. Therefore, the purpose of this study was to develop a survey to measure nursing students’ knowledge, attitudes and beliefs, influences, and willingness to be involved in MAiD in the Canadian context.

The design was a mixed-method, modified e-Delphi method that entailed item generation from the literature, item refinement through a 2 round survey of an expert faculty panel, and item validation through a cognitive focus group interview with nursing students. The settings were a University located in an urban area and a College located in a rural area in Western Canada.

During phase 1, a 56-item survey was developed from existing literature that included demographic items and items designed to measure experience with death and dying (including MAiD), education and preparation, attitudes and beliefs, influences on those beliefs, and anticipated future involvement. During phase 2, an expert faculty panel reviewed, modified, and prioritized the items yielding 51 items. During phase 3, a sample of nursing students further evaluated and modified the language in the survey to aid readability and comprehension. The final survey consists of 45 items including 4 case studies.

Systematic evaluation of knowledge-to-date coupled with stakeholder perspectives supports robust survey design. This study yielded a survey to assess nursing students’ attitudes toward MAiD in a Canadian context.

The survey is appropriate for use in education and research to measure knowledge and attitudes about MAiD among nurse trainees and can be a helpful step in preparing nursing students for entry-level practice.

Peer Review reports

Medical Assistance in Dying (MAiD) is permitted under an amendment to Canada’s Criminal Code which was passed in 2016 [ 1 ]. MAiD is defined in the legislation as both self-administered and clinician-administered medication for the purpose of causing death. In the 2016 Bill C-14 legislation one of the eligibility criteria was that an applicant for MAiD must have a reasonably foreseeable natural death although this term was not defined. It was left to the clinical judgement of MAiD assessors and providers to determine the time frame that constitutes reasonably foreseeable [ 2 ]. However, in 2021 under Bill C-7, the eligibility criteria for MAiD were changed to allow individuals with irreversible medical conditions, declining health, and suffering, but whose natural death was not reasonably foreseeable, to receive MAiD [ 3 ]. This population of MAiD applicants are referred to as Track 2 MAiD (those whose natural death is foreseeable are referred to as Track 1). Track 2 applicants are subject to additional safeguards under the 2021 C-7 legislation.

Three additional proposed changes to the legislation have been extensively studied by Canadian Expert Panels (Council of Canadian Academics [CCA]) [ 4 , 5 , 6 ] First, under the legislation that defines Track 2, individuals with mental disease as their sole underlying medical condition may apply for MAiD, but implementation of this practice is embargoed until March 2027 [ 4 ]. Second, there is consideration of allowing MAiD to be implemented through advanced consent. This would make it possible for persons living with dementia to receive MAID after they have lost the capacity to consent to the procedure [ 5 ]. Third, there is consideration of extending MAiD to mature minors. A mature minor is defined as “a person under the age of majority…and who has the capacity to understand and appreciate the nature and consequences of a decision” ([ 6 ] p. 5). In summary, since the legalization of MAiD in 2016 the eligibility criteria and safeguards have evolved significantly with consequent implications for nurses and nursing care. Further, the number of Canadians who access MAiD shows steady increases since 2016 [ 7 ] and it is expected that these increases will continue in the foreseeable future.

Nurses have been integral to MAiD care in the Canadian context. While other countries such as Belgium and the Netherlands also permit euthanasia, Canada is the first country to allow Nurse Practitioners (Registered Nurses with additional preparation typically achieved at the graduate level) to act independently as assessors and providers of MAiD [ 1 ]. Although the role of Registered Nurses (RNs) in MAiD is not defined in federal legislation, it has been addressed at the provincial/territorial-level with variability in scope of practice by region [ 8 , 9 ]. For example, there are differences with respect to the obligation of the nurse to provide information to patients about MAiD, and to the degree that nurses are expected to ensure that patient eligibility criteria and safeguards are met prior to their participation [ 10 ]. Studies conducted in the Canadian context indicate that RNs perform essential roles in MAiD care coordination; client and family teaching and support; MAiD procedural quality; healthcare provider and public education; and bereavement care for family [ 9 , 11 ]. Nurse practitioners and RNs are integral to a robust MAiD care system in Canada and hence need to be well-prepared for their role [ 12 ].

Previous studies have found that end of life care, and MAiD specifically, raise complex moral and ethical issues for nurses [ 13 , 14 , 15 , 16 ]. The knowledge, attitudes, and beliefs of nurses are important across practice settings because nurses have consistent, ongoing, and direct contact with patients who experience chronic or life-limiting health conditions. Canadian studies exploring nurses’ moral and ethical decision-making in relation to MAiD reveal that although some nurses are clear in their support for, or opposition to, MAiD, others are unclear on what they believe to be good and right [ 14 ]. Empirical findings suggest that nurses go through a period of moral sense-making that is often informed by their family, peers, and initial experiences with MAID [ 17 , 18 ]. Canadian legislation and policy specifies that nurses are not required to participate in MAiD and may recuse themselves as conscientious objectors with appropriate steps to ensure ongoing and safe care of patients [ 1 , 19 ]. However, with so many nurses having to reflect on and make sense of their moral position, it is essential that they are given adequate time and preparation to make an informed and thoughtful decision before they participate in a MAID death [ 20 , 21 ].

It is well established that nursing students receive inconsistent exposure to end of life care issues [ 22 ] and little or no training related to MAiD [ 23 ]. Without such education and reflection time in pre-entry nursing preparation, nurses are at significant risk for moral harm. An important first step in providing this preparation is to be able to assess the knowledge, values, and beliefs of nursing students regarding MAID and end of life care. As demand for MAiD increases along with the complexities of MAiD, it is critical to understand the knowledge, attitudes, and likelihood of engagement with MAiD among nursing students as a baseline upon which to build curriculum and as a means to track these variables over time.

Aim, design, and setting

The aim of this study was to develop a survey to measure nursing students’ knowledge, attitudes and beliefs, influences, and willingness to be involved in MAiD in the Canadian context. We sought to explore both their willingness to be involved in the registered nursing role and in the nurse practitioner role should they chose to prepare themselves to that level of education. The design was a mixed-method, modified e-Delphi method that entailed item generation, item refinement through an expert faculty panel [ 24 , 25 , 26 ], and initial item validation through a cognitive focus group interview with nursing students [ 27 ]. The settings were a University located in an urban area and a College located in a rural area in Western Canada.

Participants

A panel of 10 faculty from the two nursing education programs were recruited for Phase 2 of the e-Delphi. To be included, faculty were required to have a minimum of three years of experience in nurse education, be employed as nursing faculty, and self-identify as having experience with MAiD. A convenience sample of 5 fourth-year nursing students were recruited to participate in Phase 3. Students had to be in good standing in the nursing program and be willing to share their experiences of the survey in an online group interview format.

The modified e-Delphi was conducted in 3 phases: Phase 1 entailed item generation through literature and existing survey review. Phase 2 entailed item refinement through a faculty expert panel review with focus on content validity, prioritization, and revision of item wording [ 25 ]. Phase 3 entailed an assessment of face validity through focus group-based cognitive interview with nursing students.

Phase I. Item generation through literature review

The goal of phase 1 was to develop a bank of survey items that would represent the variables of interest and which could be provided to expert faculty in Phase 2. Initial survey items were generated through a literature review of similar surveys designed to assess knowledge and attitudes toward MAiD/euthanasia in healthcare providers; Canadian empirical studies on nurses’ roles and/or experiences with MAiD; and legislative and expert panel documents that outlined proposed changes to the legislative eligibility criteria and safeguards. The literature review was conducted in three online databases: CINAHL, PsycINFO, and Medline. Key words for the search included nurses , nursing students , medical students , NPs, MAiD , euthanasia , assisted death , and end-of-life care . Only articles written in English were reviewed. The legalization and legislation of MAiD is new in many countries; therefore, studies that were greater than twenty years old were excluded, no further exclusion criteria set for country.

Items from surveys designed to measure similar variables in other health care providers and geographic contexts were placed in a table and similar items were collated and revised into a single item. Then key variables were identified from the empirical literature on nurses and MAiD in Canada and checked against the items derived from the surveys to ensure that each of the key variables were represented. For example, conscientious objection has figured prominently in the Canadian literature, but there were few items that assessed knowledge of conscientious objection in other surveys and so items were added [ 15 , 21 , 28 , 29 ]. Finally, four case studies were added to the survey to address the anticipated changes to the Canadian legislation. The case studies were based upon the inclusion of mature minors, advanced consent, and mental disorder as the sole underlying medical condition. The intention was to assess nurses’ beliefs and comfort with these potential legislative changes.

Phase 2. Item refinement through expert panel review

The goal of phase 2 was to refine and prioritize the proposed survey items identified in phase 1 using a modified e-Delphi approach to achieve consensus among an expert panel [ 26 ]. Items from phase 1 were presented to an expert faculty panel using a Qualtrics (Provo, UT) online survey. Panel members were asked to review each item to determine if it should be: included, excluded or adapted for the survey. When adapted was selected faculty experts were asked to provide rationale and suggestions for adaptation through the use of an open text box. Items that reached a level of 75% consensus for either inclusion or adaptation were retained [ 25 , 26 ]. New items were categorized and added, and a revised survey was presented to the panel of experts in round 2. Panel members were again asked to review items, including new items, to determine if it should be: included, excluded, or adapted for the survey. Round 2 of the modified e-Delphi approach also included an item prioritization activity, where participants were then asked to rate the importance of each item, based on a 5-point Likert scale (low to high importance), which De Vaus [ 30 ] states is helpful for increasing the reliability of responses. Items that reached a 75% consensus on inclusion were then considered in relation to the importance it was given by the expert panel. Quantitative data were managed using SPSS (IBM Corp).

Phase 3. Face validity through cognitive interviews with nursing students

The goal of phase 3 was to obtain initial face validity of the proposed survey using a sample of nursing student informants. More specifically, student participants were asked to discuss how items were interpreted, to identify confusing wording or other problematic construction of items, and to provide feedback about the survey as a whole including readability and organization [ 31 , 32 , 33 ]. The focus group was held online and audio recorded. A semi-structured interview guide was developed for this study that focused on clarity, meaning, order and wording of questions; emotions evoked by the questions; and overall survey cohesion and length was used to obtain data (see Supplementary Material 2  for the interview guide). A prompt to “think aloud” was used to limit interviewer-imposed bias and encourage participants to describe their thoughts and response to a given item as they reviewed survey items [ 27 ]. Where needed, verbal probes such as “could you expand on that” were used to encourage participants to expand on their responses [ 27 ]. Student participants’ feedback was collated verbatim and presented to the research team where potential survey modifications were negotiated and finalized among team members. Conventional content analysis [ 34 ] of focus group data was conducted to identify key themes that emerged through discussion with students. Themes were derived from the data by grouping common responses and then using those common responses to modify survey items.

Ten nursing faculty participated in the expert panel. Eight of the 10 faculty self-identified as female. No faculty panel members reported conscientious objector status and ninety percent reported general agreement with MAiD with one respondent who indicated their view as “unsure.” Six of the 10 faculty experts had 16 years of experience or more working as a nurse educator.

Five nursing students participated in the cognitive interview focus group. The duration of the focus group was 2.5 h. All participants identified that they were born in Canada, self-identified as female (one preferred not to say) and reported having received some instruction about MAiD as part of their nursing curriculum. See Tables  1 and 2 for the demographic descriptors of the study sample. Study results will be reported in accordance with the study phases. See Fig.  1 for an overview of the results from each phase.

Fig. 1  Overview of survey development findings

Phase 1: survey item generation

Review of the literature identified that no existing survey was available for use with nursing students in the Canadian context. However, an analysis of themes across qualitative and quantitative studies of physicians, medical students, nurses, and nursing students provided sufficient data to develop a preliminary set of items suitable for adaptation to a population of nursing students.

Four major themes and factors that influence knowledge, attitudes, and beliefs about MAiD were evident from the literature: (i) endogenous or individual factors such as age, gender, personally held values, religion, religiosity, and/or spirituality [ 35 , 36 , 37 , 38 , 39 , 40 , 41 , 42 ], (ii) experience with death and dying in personal and/or professional life [ 35 , 40 , 41 , 43 , 44 , 45 ], (iii) training including curricular instruction about clinical role, scope of practice, or the law [ 23 , 36 , 39 ], and (iv) exogenous or social factors such as the influence of key leaders, colleagues, friends and/or family, professional and licensure organizations, support within professional settings, and/or engagement in MAiD in an interdisciplinary team context [ 9 , 35 , 46 ].

Studies of nursing students also suggest overlap across these categories. For example, value for patient autonomy [ 23 ] and the moral complexity of decision-making [ 37 ] are important factors that contribute to attitudes about MAiD and may stem from a blend of personally held values coupled with curricular content, professional training and norms, and clinical exposure. For example, students report that participation in end of life care allows for personal growth, shifts in perception, and opportunities to build therapeutic relationships with their clients [ 44 , 47 , 48 ].

Preliminary items generated from the literature resulted in 56 questions from 11 published sources (See Table  3 ). These items were constructed across four main categories: (i) socio-demographic questions; (ii) end of life care questions; (iii) knowledge about MAiD; or (iv) comfort and willingness to participate in MAiD. Knowledge questions were refined to reflect current MAiD legislation, policies, and regulatory frameworks. Falconer [ 39 ] and Freeman [ 45 ] studies were foundational sources for item selection. Additionally, four case studies were written to reflect the most recent anticipated changes to MAiD legislation and all used the same open-ended core questions to address respondents’ perspectives about the patient’s right to make the decision, comfort in assisting a physician or NP to administer MAiD in that scenario, and hypothesized comfort about serving as a primary provider if qualified as an NP in future. Response options for the survey were also constructed during this stage and included: open text, categorical, yes/no , and Likert scales.

Phase 2: faculty expert panel review

Of the 56 items presented to the faculty panel, 54 questions reached 75% consensus. However, based upon the qualitative responses 9 items were removed largely because they were felt to be repetitive. Items that generated the most controversy were related to measuring religion and spirituality in the Canadian context, defining end of life care when there is no agreed upon time frames (e.g., last days, months, or years), and predicting willingness to be involved in a future events – thus predicting their future selves. Phase 2, round 1 resulted in an initial set of 47 items which were then presented back to the faculty panel in round 2.

Of the 47 initial questions presented to the panel in round 2, 45 reached a level of consensus of 75% or greater, and 34 of these questions reached a level of 100% consensus [ 27 ] of which all participants chose to include without any adaptations) For each question, level of importance was determined based on a 5-point Likert scale (1 = very unimportant, 2 = somewhat unimportant, 3 = neutral, 4 = somewhat important, and 5 = very important). Figure  2 provides an overview of the level of importance assigned to each item.

Ranking level of importance for survey items

After round 2, a careful analysis of participant comments and level of importance was completed by the research team. While the main method of survey item development came from participants’ response to the first round of Delphi consensus ratings, level of importance was used to assist in the decision of whether to keep or modify questions that created controversy, or that rated lower in the include/exclude/adapt portion of the Delphi. Survey items that rated low in level of importance included questions about future roles, sex and gender, and religion/spirituality. After deliberation by the research committee, these questions were retained in the survey based upon the importance of these variables in the scientific literature.

Of the 47 questions remaining from Phase 2, round 2, four were revised. In addition, the two questions that did not meet the 75% cut off level for consensus were reviewed by the research team. The first question reviewed was What is your comfort level with providing a MAiD death in the future if you were a qualified NP ? Based on a review of participant comments, it was decided to retain this question for the cognitive interviews with students in the final phase of testing. The second question asked about impacts on respondents’ views of MAiD and was changed from one item with 4 subcategories into 4 separate items, resulting in a final total of 51 items for phase 3. The revised survey was then brought forward to the cognitive interviews with student participants in Phase 3. (see Supplementary Material 1 for a complete description of item modification during round 2).

Phase 3. Outcomes of cognitive interview focus group

Of the 51 items reviewed by student participants, 29 were identified as clear with little or no discussion. Participant comments for the remaining 22 questions were noted and verified against the audio recording. Following content analysis of the comments, four key themes emerged through the student discussion: unclear or ambiguous wording; difficult to answer questions; need for additional response options; and emotional response evoked by questions. An example of unclear or ambiguous wording was a request for clarity in the use of the word “sufficient” in the context of assessing an item that read “My nursing education has provided sufficient content about the nursing role in MAiD.” “Sufficient” was viewed as subjective and “laden with…complexity that distracted me from the question.” The group recommended rewording the item to read “My nursing education has provided enough content for me to care for a patient considering or requesting MAiD.”

An example of having difficulty answering questions related to limited knowledge related to terms used in the legislation such as such as safeguards , mature minor , eligibility criteria , and conscientious objection. Students were unclear about what these words meant relative to the legislation and indicated that this lack of clarity would hamper appropriate responses to the survey. To ensure that respondents are able to answer relevant questions, student participants recommended that the final survey include explanation of key terms such as mature minor and conscientious objection and an overview of current legislation.

Response options were also a point of discussion. Participants noted a lack of distinction between response options of unsure and unable to say . Additionally, scaling of attitudes was noted as important since perspectives about MAiD are dynamic and not dichotomous “agree or disagree” responses. Although the faculty expert panel recommended the integration of the demographic variables of religious and/or spiritual remain as a single item, the student group stated a preference to have religion and spirituality appear as separate items. The student focus group also took issue with separate items for the variables of sex and gender, specifically that non-binary respondents might feel othered or “outed” particularly when asked to identify their sex. These variables had been created based upon best practices in health research but students did not feel they were appropriate in this context [ 49 ]. Finally, students agreed with the faculty expert panel in terms of the complexity of projecting their future involvement as a Nurse Practitioner. One participant stated: “I certainly had to like, whoa, whoa, whoa. Now let me finish this degree first, please.” Another stated, “I'm still imagining myself, my future career as an RN.”

Finally, student participants acknowledged the array of emotions that some of the items produced for them. For example, one student described positive feelings when interacting with the survey. “Brought me a little bit of feeling of joy. Like it reminded me that this is the last piece of independence that people grab on to.” Another participant, described the freedom that the idea of an advance request gave her. “The advance request gives the most comfort for me, just with early onset Alzheimer’s and knowing what it can do.” But other participants described less positive feelings. For example, the mature minor case study yielded a comment: “This whole scenario just made my heart hurt with the idea of a child requesting that.”

Based on the data gathered from the cognitive interview focus group of nursing students, revisions were made to 11 closed-ended questions (see Table  4 ) and 3 items were excluded. In the four case studies, the open-ended question related to a respondents’ hypothesized actions in a future role as NP were removed. The final survey consists of 45 items including 4 case studies (see Supplementary Material 3 ).

The aim of this study was to develop and validate a survey that can be used to track the growth of knowledge about MAiD among nursing students over time, inform training programs about curricular needs, and evaluate attitudes and willingness to participate in MAiD at time-points during training or across nursing programs over time.

The faculty expert panel and student participants in the cognitive interview focus group identified a need to establish core knowledge of the terminology and legislative rules related to MAiD. For example, within the cognitive interview group of student participants, several acknowledged lack of clear understanding of specific terms such as “conscientious objector” and “safeguards.” Participants acknowledged discomfort with the uncertainty of not knowing and their inclination to look up these terms to assist with answering the questions. This survey can be administered to nursing or pre-nursing students at any phase of their training within a program or across training programs. However, in doing so it is important to acknowledge that their baseline knowledge of MAiD will vary. A response option of “not sure” is important and provides a means for respondents to convey uncertainty. If this survey is used to inform curricular needs, respondents should be given explicit instructions not to conduct online searches to inform their responses, but rather to provide an honest appraisal of their current knowledge and these instructions are included in the survey (see Supplementary Material 3 ).

Some provincial regulatory bodies have established core competencies for entry-level nurses that include MAiD. For example, the BC College of Nurses and Midwives (BCCNM) requires “knowledge about ethical, legal, and regulatory implications of medical assistance in dying (MAiD) when providing nursing care.” (10 p. 6) However, across Canada curricular content and coverage related to end of life care and MAiD is variable [ 23 ]. Given the dynamic nature of the legislation that includes portions of the law that are embargoed until 2024, it is important to ensure that respondents are guided by current and accurate information. As the law changes, nursing curricula, and public attitudes continue to evolve, inclusion of core knowledge and content is essential and relevant for investigators to be able to interpret the portions of the survey focused on attitudes and beliefs about MAiD. Content knowledge portions of the survey may need to be modified over time as legislation and training change and to meet the specific purposes of the investigator.

Given the sensitive nature of the topic, it is strongly recommended that surveys be conducted anonymously and that students be provided with an opportunity to discuss their responses to the survey. A majority of feedback from both the expert panel of faculty and from student participants related to the wording and inclusion of demographic variables, in particular religion, religiosity, gender identity, and sex assigned at birth. These and other demographic variables have the potential to be highly identifying in small samples. In any instance in which the survey could be expected to yield demographic group sizes less than 5, users should eliminate the demographic variables from the survey. For example, the profession of nursing is highly dominated by females with over 90% of nurses who identify as female [ 50 ]. Thus, a survey within a single class of students or even across classes in a single institution is likely to yield a small number of male respondents and/or respondents who report a difference between sex assigned at birth and gender identity. When variables that serve to identify respondents are included, respondents are less likely to complete or submit the survey, to obscure their responses so as not to be identifiable, or to be influenced by social desirability bias in their responses rather than to convey their attitudes accurately [ 51 ]. Further, small samples do not allow for conclusive analyses or interpretation of apparent group differences. Although these variables are often included in surveys, such demographics should be included only when anonymity can be sustained. In small and/or known samples, highly identifying variables should be omitted.

There are several limitations associated with the development of this survey. The expert panel was comprised of faculty who teach nursing students and are knowledgeable about MAiD and curricular content, however none identified as a conscientious objector to MAiD. Ideally, our expert panel would have included one or more conscientious objectors to MAiD to provide a broader perspective. Review by practitioners who participate in MAiD, those who are neutral or undecided, and practitioners who are conscientious objectors would ensure broad applicability of the survey. This study included one student cognitive interview focus group with 5 self-selected participants. All student participants had held discussions about end of life care with at least one patient, 4 of 5 participants had worked with a patient who requested MAiD, and one had been present for a MAiD death. It is not clear that these participants are representative of nursing students demographically or by experience with end of life care. It is possible that the students who elected to participate hold perspectives and reflections on patient care and MAiD that differ from students with little or no exposure to end of life care and/or MAiD. However, previous studies find that most nursing students have been involved with end of life care including meaningful discussions about patients’ preferences and care needs during their education [ 40 , 44 , 47 , 48 , 52 ]. Data collection with additional student focus groups with students early in their training and drawn from other training contexts would contribute to further validation of survey items.

Future studies should incorporate pilot testing with small sample of nursing students followed by a larger cross-program sample to allow evaluation of the psychometric properties of specific items and further refinement of the survey tool. Consistent with literature about the importance of leadership in the context of MAiD [ 12 , 53 , 54 ], a study of faculty knowledge, beliefs, and attitudes toward MAiD would provide context for understanding student perspectives within and across programs. Additional research is also needed to understand the timing and content coverage of MAiD across Canadian nurse training programs’ curricula.

The implementation of MAiD is complex and requires understanding of the perspectives of multiple stakeholders. Within the field of nursing this includes clinical providers, educators, and students who will deliver clinical care. A survey to assess nursing students’ attitudes toward and willingness to participate in MAiD in the Canadian context is timely, due to the legislation enacted in 2016 and subsequent modifications to the law in 2021 with portions of the law to be enacted in 2027. Further development of this survey could be undertaken to allow for use in settings with practicing nurses or to allow longitudinal follow up with students as they enter practice. As the Canadian landscape changes, ongoing assessment of the perspectives and needs of health professionals and students in the health professions is needed to inform policy makers, leaders in practice, curricular needs, and to monitor changes in attitudes and practice patterns over time.

Availability of data and materials

The datasets used and/or analysed during the current study are not publicly available due to small sample sizes, but are available from the corresponding author on reasonable request.

Abbreviations

British Columbia College of Nurses and Midwives

Medical assistance in dying

Nurse practitioner

Registered nurse

University of British Columbia Okanagan

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Acknowledgements

We would like to acknowledge the faculty and students who generously contributed their time to this work.

JS received a student traineeship through the Principal Research Chairs program at the University of British Columbia Okanagan.

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JS made substantial contributions to the conception of the work; data acquisition, analysis, and interpretation; and drafting and substantively revising the work. JS has approved the submitted version and agreed to be personally accountable for the author's own contributions and to ensure that questions related to the accuracy or integrity of any part of the work, even ones in which the author was not personally involved, are appropriately investigated, resolved, and the resolution documented in the literature. BP made substantial contributions to the conception of the work; data acquisition, analysis, and interpretation; and drafting and substantively revising the work. BP has approved the submitted version and agreed to be personally accountable for the author's own contributions and to ensure that questions related to the accuracy or integrity of any part of the work, even ones in which the author was not personally involved, are appropriately investigated, resolved, and the resolution documented in the literature. LO made substantial contributions to the conception of the work; data acquisition, analysis, and interpretation; and substantively revising the work. LO has approved the submitted version and agreed to be personally accountable for the author's own contributions and to ensure that questions related to the accuracy or integrity of any part of the work, even ones in which the author was not personally involved, are appropriately investigated, resolved, and the resolution documented in the literature. NDO made substantial contributions to the conception of the work; data acquisition, analysis, and interpretation; and substantively revising the work. NDO has approved the submitted version and agreed to be personally accountable for the author's own contributions and to ensure that questions related to the accuracy or integrity of any part of the work, even ones in which the author was not personally involved, are appropriately investigated, resolved, and the resolution documented in the literature. HS made substantial contributions to drafting and substantively revising the work. HS has approved the submitted version and agreed to be personally accountable for the author's own contributions and to ensure that questions related to the accuracy or integrity of any part of the work, even ones in which the author was not personally involved, are appropriately investigated, resolved, and the resolution documented in the literature.

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Schroeder, J., Pesut, B., Olsen, L. et al. Developing a survey to measure nursing students’ knowledge, attitudes and beliefs, influences, and willingness to be involved in Medical Assistance in Dying (MAiD): a mixed method modified e-Delphi study. BMC Nurs 23 , 326 (2024). https://doi.org/10.1186/s12912-024-01984-z

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Received : 24 October 2023

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DOI : https://doi.org/10.1186/s12912-024-01984-z

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