新浪首页 > 新浪教育 > 《全球性金融机构求职指南》 > 功成圆满的六个月之旅

A Gratifying Six-Month Journey Career
http://www.sina.com.cn 2004/07/19 14:39  新浪教育

  Pursuit With Wall Street Firms

  It was Fall 1986. Gazing out the window of the bus, he was quietly counting the number of trips he had taken to New York City. The seemingly endless stretch of cornfields out there served to calm his mind.

  He only managed to take his mind off for several minutes; then he began to work his mind again on some of the possible questions he may be asked during the interview sessions tomorrow. He pulled out his college notebook and mindfully went through the notes that he had jotted down after each interview trip, which included the mistakes that he had made.

  The trip from campus to the Indianapolis airport was approximately one and a half hours, and the flight time to New York City was about an hour and fifteen minutes.

  Six months and twenty-one trips: eleven to New York City, ten to Chicago. Five to seven interviewers at each interview session. A total of more than 100 interviews with investment banking firms and global financial institutions including Goldman Sachs, Merrill Lynch, Morgan Stanley, Salomon Brothers, Paine Webber, Kidder Peabody, O扖onner & Associates and Banker抯 Trust. The interviewers comprised producers and members of management; including young new associates, vice presidents, executive directors, managing directors and partners, and in some cases also human resource managers. This is the Wall Street culture; having people with actual business and market experience to conduct interviews. There are two reasons for this: 1) They are in a better position to judge what type of people will be suitable for the business; and 2) Most of the candidates who made it for subsequent rounds of interview were also interviewing with other investment banks. The industry culture is such that the selection is a two-way process; investment banks were carefully selecting their future employees, and at the same time these outstanding candidates were also assessing and choosing their future employer. This aspect of the Wall Street抯 culture contrasts strongly with employers from other industries, where they typically feel that they have the upper hand in selecting future employees, pretty much a one-way street. These professionals from Wall Street often have to inculcate a sense of belonging to their candidates using their personal experience, and to impress them with in-depth market knowledge.

  He had two job offers. One from O扖onnor & Associates, a derivative specialist firm based in Chicago. It was a partnership firm, renowned for its proprietary trading skills based on sophisticated strategies developed by the partners and associates. (揜ocket scientists?and mainframe Cray supercomputers were common sights in the firm.) O扖onnor & Associates was subsequently acquired by Swiss Bank Corp in the early 1990s. The partners of O扖onnor were bought out with substantial amounts of money and tied-in with management contracts. These high-octane brainpower partners subsequently took over the running of the Treasury and all derivatives trading activities at Swiss Bank Corp.

  This first job offer arrived on March 9, 1986. Upon receiving it, he rang the director of recruiting, Louise Burke, and told her that he would not accept the offer immediately, as he wished to continue the interview process with Goldman Sachs. She rang back in the afternoon and invited him to Chicago again to meet with the various partners.

  揥as it the money?? asked one of the partners. The offer comprised a US $5,000 sign-on cash bonus on the first day of employment and an annual salary of US $30,000 plus discretionary bonus.

  揘o, I really like Goldman Sachs very much too! I am in the sixth round with them, and I believe I will be heading for the seventh round soon.?揟ell you what we are going to do for you. First, we are going to add US $10,000 to your annual salary. We will hire a headhunter to help your fiancee get a job in Chicago and we will accelerate your training program so that you may gain real exposure soon.?揟hank you very much and I am very grateful, but I want to know if I am able to make it to the two firms I like most, O扖onnor and Goldman Sachs. I want to be in the position of making the choice. If I accept your offer today, I will never get to make probably one of the most important choices of my life.?揊ine, this is what we will do. Our offer still stands! This will allow you to have peace of mind while continuing your career pursuit with Goldman. We will let you lean on our offer! Our only request is that you must let us know before accepting the offer from Goldman Sachs.?Within the next three weeks, he finished the seventh round of interviews with Goldman Sachs. By this time, he was totally familiar with 85 Broad Street, some of the faces on the 29th floor and the route to the subway station.

  He received a call from William Gruver - a Goldman Sachs partner responsible for recruiting and training new associates for equities division - making him an offer on the phone. He was supposed to feel jubilant, exhilarated and accept it right away.

  Yes! He was ecstatic that it finally came but he knew that he immediately had a very difficult task ahead. That was to tell Goldman Sachs that he could not accept the offer from them yet and to give him time to get back to O扖onnor to decline their earlier offer before accepting this offer from Goldman.

  揥hat? You are not accepting this offer immediately? Do you know how hard you have tried and how much effort we have spent on you??The student抯 face was turning pale on the other end of the line but he knew that it was the right thing to do.

  揥ell, we understand where you are coming from. In fact, we would want you to do the same because it is the right thing to do. Let us know if you need some help and our offer to you will stand,?William Gruver finally said.

  That was I at the age of 26, in the second year of the MBA program. Going back to Singapore to work was the most natural thing to do after graduation. However, I had this burning desire to pursue a career with one of the prestigious Wall Street firms, no matter what it took!

  Though I achieved what I set out to do, the 6-month long career pursuit was filled with much excitement, joy and just as much disappointments along the way.

  Indiana University-Bloomington is a state owned institution. It was ranked among the nation抯 top 20 graduate business schools by the Wall Street Journal and other ranking reports. Its placement office had done an enviable job by attracting more than three quarters of the Fortune 500 companies to recruit on campus. As there were always more students than the interview slots available, the placement office used a computer bidding process, where students had to submit their bidding cards. Students were required to fill in the personal particulars on each card such as name, student I.D. number, major, graduation date and nationality. As most U.S. corporations were looking to hire U.S. citizens and permanent residents, foreign students typically will not get on the interview schedule for domestic positions, unless the employers explicitly requested to open the schedule to include foreign students.(This practice no longer exists at Indiana University.)

  To overcome this disadvantage, I literally went to every single investment banking firm抯 on-campus presentation. They did this several weeks before the commencement of the interviews. There were foreign students, but very few of them would ask questions during these presentations. Even fewer asked good questions! To ensure that the presenters noticed me, I took the initiative of asking relevant questions. To do this effectively, I knew there were tons of things I needed to read. These included:

  1.company specific knowledge such as the company culture;

  2.key factors that differentiate them from competitors;

  3.positions they are looking to hire from our campus;

  4.industry-specific knowledge such as the recent major events or devel-

  opments on Wall Street and how it has impacted the business; and

  5.major new equity or debt offerings, key economic data and implications.

  I managed to ask the right questions and attracted the presenters?attention. I gave them my resume and got their business cards. I soon realized that they might not be the same people conducting the interviews. Given the difficulty with the placement office, I wrote to them explaining the situation. Some were receptive, while others simply requested that I take up the issue with the student affairs office. In particular, Goldman Sachs, Merrill Lynch and O扖onnor & Associates invited and included me on their interview schedules. With a letter of invitation from these firms, I certainly had no problem getting the respective interview schedules confirmed. For those firms that only gave me a verbal invitation, the placement office scheduled my appointments during breakfast, lunch or dinner. In fact, these slots did not exist as recruiters often over-ran their schedules and had no time for meals. A quick sandwich meal between interviews, or even during interview was how these recruiters had their lunch. I went back and forth between the companies and the placement office, frantically trying to arrange appointments, until someone from the respective companies put their foot down and called the placement office directly to confirm my interview appointments.

  The campus interview with Goldman Sachs had left me with the deepest impression. When I received the student placement office抯 notification on my schedule with Goldman Sachs, I was so thrilled that I telephoned Mr. Syl Zhann, the office manager of Goldman抯 office in St. Louise. When he learned that my interview schedule was arranged at breakfast or lunch, he told me in no uncertainty that these time slots were not going to work out. He said to me, ?Not to worry, I will phone the placement office and rearrange it for you.?He did exactly that and phoned me to give me a time slot. A senior manager of Goldman Sachs willing to take the extra effort to ensure that I get on to their campus schedule has really won me over. I have felt deeply that 揼etting the best talents?was not just a slogan, but a belief that very much ingrained in the business culture of this highly respected giant of the global financial markets.

  I desperately longed to get onto the schedule for Morgan Stanley and Salomon Brothers but I could not get any encouragement from them. Undeterred, I would sit in the waiting area of the placement office on the days where these firms conducted their on-campus interviews, from 7:30a.m, skipping all my classes and meals. The only place I went was the restroom. If you do not eat and drink, after a while you probably have no more need to visit the restroom.

  For U.S. campus interviews, the recruiters would personally come out of their interview room and get the interviewee from the waiting room. If you sat there for the entire day, you would see them 7 to 8 times. Hopefully you will have the opportunity to hand them your resume and politely ask them to spare a few minutes to see you. Knowing that their schedules were full, your only chance was to impress them with your tenacity, and hope that they would have time for you whenever the circumstance permits. I managed to make an impression with recruiters from Salomon Brothers and Morgan Stanley and was granted a short interview. I remember vividly in the case of Salomon Brothers: It was at the end of the day, around 7:15p.m, the interviewer said to me,揑t is the end of the day, I have a plane to catch back to New York. I will give you 5 minutes to tell me your story.?I was almost worn out having waited for the whole day. With this, I began to see a beam of light coming my way. I was energized immediately, collected my thoughts and started telling him what I have in mind. When so little time was given and putting me on the spot, the pressure was enormous. It wasn抰 really easy to talk about yourself under such circumstance. The key to win the interviewer over was not using superlative description, but to let him feel about the quality in you - tenacity and how determined you are to succeed in this business. In the end, I got invited back for second interviews with both Salomon and Morgan Stanley.

  The campus interviews were conducted at different locations and settings. Some of the settings included their offices, conference rooms, and trading desks.

  I was really glad that I had prepared for the interviews. I had anticipated a number of the questions and I was able to tell my story with confidence. The key here was how to deliver your answer without it being thought of as a 揷anned?answer. The more difficult tasks were to ask questions that could engage the minds of the interviewers. The questions must follow the flow of the dialogue and it must be 揵all-sighted?to make the interviewer feel that you have some depth so that they would willingly share more insights with you.

  During the interview, the scope of discussion will inevitably involve financial and capital markets, including equity market, trends and movement of interest rates, the Federal Reserve Bank抯 likely actions, new financial instruments, mergers and acquisitions, initial public offering and major development of some industries and leading corporations. The interviewers were looking for evidences of how much effort you have put in to preparation for this career. They were trying to determine your overall knowledge level on the business and also see if you have the big picture that allows you to make good judgement.

  An unforgettable interview was conducted on the trading floor of the fixed income division of an investment bank. Mr. Smith, the last interviewer on the schedule, took up my resume from his dealing desk, crushed into the shape of a ball and tossed into the waste paper basket next to him.

  I was rather shocked by his behavior. He glared at me and said, ?Do you know how many resumes I get from Harvard, Wharton, Stanford and Yale? How can this one from Indiana University impress me!?I was naturally quite uncomfortable and unsure whether this was a 搒taged?play or he was naturally nasty. He then said, 揑 want someone who can sell hot dogs at the street corner of New York City.?He then asked me to walk over to the window, to see if I could spot the hot dog stand on the main street. He continued, ?I can see you from here. What I want you to do is to convince the hot dog vendor to let you sell some hot dogs for him. If you cannot do that, you can just go back to Indiana from there!?I replied that I would got to sell some hot dogs and asked if he would like one. I thanked him politely then, grabbed my coat and took the lift down. On my way down, I was thinking hard about how to convince the hot dog vendor to let me sell some hot dogs.

  Just when I was passing through the security counter on the ground floor, a security officer tapped me on the shoulder and asked if I was Mr. Chong. 揝ir, Mr. Smith would like you to go back up to the 29th floor.?I had one of my best interviews with Mr. Smith, as he shared a lot of informative and valuable insights with me.

  Wall Street, the unparalleled and indisputable leading financial center of the world, is a place that filled with history, color and glory. It has provided funding for numerous start-up companies that later grew into global giants, funded business expansion for established companies, providing advice on financial capital strategy, and executed mega size mergers and acquisitions transactions. In the past ten years, it has also attracted many large companies from Europe, Latin America and Asia in meeting their financial aspirations and capital requirements. The most unique aspect of Wall Street firms?culture is the willingness, ability and sustainable effort in attracting, identifying and recruiting people of talent.

  Competing for the best people is deeply ingrained in the enterprise and business culture of Wall Street. Given the years of systematic recruitment and continuous efforts in training their workforce, and the premium they place on people, it is of no coincidence that the leading global investment banks are mostly U.S. Wall Street firms. Perhaps the success of Wall Street as the world financial center is testimony to this long-term strategy.

功成圆满的六个月之旅

  这是1986年秋天。坐在公共汽车上看着窗外,他默默地计算着去纽约市的旅行次数。窗外一望无际的玉米田令他心情平静。

  他只让自己的思想放飞了几分钟,就又开始思考如何应对明天面试时可能会被问到的一些问题了。他拿出大学里的笔记本,边看边思考在每一次面试旅行后记下的笔记,其中包括他所犯的错误。

  从学校到印第安那波利斯机场约需1个半小时,然后乘飞机到纽约市大概需要1小时15分钟。

  6个月里11次到纽约市,10次到芝加哥。每一次面试要经过5至7位面试官,算起来已经经历了超过了100场的面试,面试的公司包括高盛银行、美林证券、摩根士丹利、索罗门兄弟公司、潘·韦伯公司、凯德·皮博德公司、奥康纳公司以及美国信孚银行。这些面试官主要由公司操作执行人员和高层管理人员,包括年轻的已入行数年的助理(Associate)、资深的副总裁、高层的执行董事以及合伙人等投资银行家组成,其中也有少数人事部经理。这是美国华尔街投资银行的企业文化——安排在行业操作上有实践经验的人员面试。原因有两个:第一,他们能够有效地判断怎样的人才是适合他们的;第二,许多优秀的应征学生同时与数家投行进行面试。投行的企业文化理念认为招聘过程是一个双方的选择过程:招聘的投行选择学生,同时学生也在选择将来的雇主。这点与其他企业招聘的时候雇主高高在上形成很强烈的对比。这些不同等级的操作执行人员能以亲身的经历去提高学生对该机构的认同感,同时也引用较深的市场操作知识以吸引他们。

  他接到了两份工作邀请。一份来自奥康纳公司(O’Connor & Associates),芝加哥一家专门从事衍生金融工具的公司。它是一家合伙公司,因其合伙人和同事共同发展的、基于衍生产品自营业(proprietary trading)的独特交易技巧而闻名。顶级专家(rocket scientist)和大型超级计算机在公司里随处可见。奥康纳公司在20世纪90年代初被瑞士银行收购。公司合伙人的股份被高价收购,同时公司合伙人也与收购者签订了管理合同。这些高智商的智囊们从此接管了瑞士银行的债券营业和所有的衍生产品交易业务。

  第一份工作邀请是1986年3月9日收到的。他收到后打电话给招聘主任路易丝·伯克,告诉她自己不能马上接受邀请,因为希望能继续完成在高盛的面试。她在下午回电时请他再去芝加哥与各位合伙人见面。

  “是因为钱吗?”其中一位合伙人问。他们给出的待遇是上班第一天即付5000美元的签约工资,年薪是3万美元,外加红利。

  “不是的。我真的也非常喜欢高盛!我现在已进入了第6轮面试,我相信自己会进入第7轮。”

  “让我告诉你我们将为你做什么。首先,我们将为你增加1万美元的年薪。我们还会雇用一家猎头公司帮你未婚妻在芝加哥找到一份工作,而且我们会加快对你的培训计划使你尽早到市场中吸取实际经验。”

  “非常感谢,我十分感激,但是我想知道我是否能够在我最喜欢的两家公司——奥康纳和高盛都取得成功。我想让自己处在作选择的位置。如果我今天接受了你们的邀请,我将永远不能去做也许是我一生中最重要的选择中的一个了。”

  “好的,那就这样吧。我们的邀请仍然有效!这将使你在高盛继续求职时心无杂念。我们用我们的工作邀请支持你同高盛公司的面试!惟一的要求是,在你接受高盛的邀请前,一定要告诉我们。”

  在随后的3周内,他完成了高盛的第7轮面试。到了那个时候,他已完全熟悉了布劳德街85号,第29楼的一些人,以及通往地铁的路。

  之后,他收到了高盛负责招聘和培训新同事的合伙人威廉姆·库沃的电话,邀请他到高盛工作。他理应感到高兴、欢呼雀跃,并马上接受。

  是的!他因为这份邀请终于来了而欣喜若狂,但是他同时也知道自己马上要完成一项十分困难的任务了。那就是要告诉高盛,自己现在还不能接受邀请,请他们给点时间,让他在接受高盛的邀请之前,回到奥康纳去谢绝奥康纳公司早先发出的邀请。

  “什么?你不会马上接受这份邀请?你知道你自己付出了多少努力,而我们又在你身上花了多少精力吗?”电话那头的学生已经脸色惨白,但他知道自己做得对。

  “好吧。我们理解你为什么这样。实际上,我们也会要求你这样做的,因为你做得对。如果需要帮助请告诉我们,我们对你的邀请仍然有效。”威廉姆·库沃最后说道。

  那就是我。那一年我26岁,正在读MBA二年级。回新加坡工作是毕业后最自然的事。但是,我强烈地希望能在一家有声誉的华尔街公司找到一份工作,不管付出多少代价。

  我终于如愿以偿了。6个月的求职经历充满了兴奋和喜悦,同时也充满了许多考验、失望和挫折。

  印第安那大学布鲁明顿校区是一所州立大学,它被《华尔街》和其他一些评论杂志选为美国20所最好的商学院之一。它的就业办公室成绩骄人,吸引了财富500强中3/4的公司到该校现场招聘。由于学生人数总是超过了可供面试的职位,就业办公室就采用了一个电脑竞标程序,学生必须提交他们的竞标卡。学生被要求在每一张卡上填写个人资料,包括姓名、学生证号码、专业、毕业日期和国籍。不幸的是,由于大多数公司希望雇用美国公民和永久居民,所以就业办公室当时的政策是不安排外国学生参加国内职位的面试,除非招聘者明确要求安排外国学生应聘。(请注意这项政策在印第安那大学已不存在。)

  为了克服这个劣势,几乎每一家投资银行公司的校园推介会我都去参加。这种现场推介会在正式面试过程开始前几个星期进行。外国学生也参加推介会,但他们很少有人会在这些推介会上提问题,更少有人能提出好的问题。为了能使这些来自投行的人员注意到我,我就主动提一些好的问题。为了做得有成效,我需要阅读大量的资料。包括:

  1.公司的专门知识,如公司文化;

  2.它们与竞争者不同的主要因素;

  3.它们希望到我们学校来招聘的职位;

  4.行业的专门知识,如华尔街最近发生的主要事件、事件进展及其

  对业界的影响;

  5.重要的新证券和国债的上市、关键的经济数据和推断,等等。

  我成功地提出了正确的问题,引起了推介者的注意。我把我的简历给了他们,也拿到了他们的名片。不久,我发现他们不一定就是主持面试的人。针对就业办公室设置的障碍,我给他们写了信,说明情况。有些公司接受了,而另一些只是要求我去找学生事务办公室解决。值得一提的是,高盛、美林和奥康纳邀请我并把我列入了他们的面试日程。有了这些公司的邀请信,我当然毫不困难地确定了相应的面试日程。但对那些只给了我口头邀请的公司,就业办公室把我的约会安排在了早餐、午餐或晚餐时间。事实上,这些机会根本没有实际意义,因为招聘者的日程经常超负荷,他们根本没有时间用餐。在两次面试之间,甚至在面试过程中啃上一个三明治就是招聘者的午餐。我在公司和大学的就业办公室之间来回奔波,焦急地试图安排我的会面,直到有关公司确定下来,直接打电话给就业办公室确认我的面试约会。

  印象最为深刻的是同高盛预约的校园面试的经历。当我得到了MBA就业办公室的与高盛公司的面试日程安排时,高兴得不得了,急忙打电话给印第安那大学的招聘主要联络人——修詹,他是高盛公司在圣·路易斯的总经理。当他知道我的面试被安排在正式日程以外的早餐、午餐时,他肯定地告诉我,这些面试是不可能的。他说:“你放心,我会打电话到你们学校的就业办公室为你安排的。”之后,他又打电话到我的宿舍,通知我面试的时间。我对像修詹这样一位高盛的资深总经理愿意为我而打电话给就业办公室安排我的面试而感到无比的敬佩。同时他的行为也让我深深地感受到他们“重视人才”的企业理念并非说说而已,他们是实实在在的备受全球企业与金融业敬仰的投资银行业巨人。

  我十分希望能与摩根士丹利和所罗门兄弟公司确定面试日程,却没有取得任何进展。我没有灰心,在这两家公司到学校面试的当日,几乎从上午7∶30开始,我就坐在就业办公室的等候区,课不上、饭也不吃。我去的惟一的一个地方是洗手间。如果你不吃不喝,不用多久,连洗手间也不用去了。

  在美国的校园现场面试中,招聘者一般都自己走出面试室,到等候室叫被面试者进去。如果你整天坐在那里,你会看见他们七八次。也许你会有机会递上你的简历,礼貌地请他们花几分钟时间来看一看。你当然知道他们的日程紧张,你惟一的机会是以你的执着给他们留下好印象,希望他们只要情况允许,就能给你一些时间。我成功地给所罗门兄弟公司和摩根士丹利公司的招聘者留下了好印象,获得了短暂的面试机会。我还清楚地记得所罗门公司面试的情景:那是该结束一天工作的时间了,大约在晚上7∶15。面试官对我说:“今天结束了,我还要赶飞机回纽约。我给你5分钟时间介绍自己,并说服我给你一个面试机会。”经过了一整天的等待,已经是筋疲力尽的我终于看见了一线曙光。我马上振作精神,有条不紊地述说我早已准备好的构思。在这种压力很大、时间又短的情况下自我陈述确实不容易。取胜的关键不在于你用什么堂皇、美丽的形容词来吹嘘自己,而是让对方感到你与众不同的潜质和坚韧的意志。最终,我被所罗门兄弟公司和摩根士丹利公司邀请参加第二轮面试。

  面试是在不同的地点和场景下进行的。这些场景包括面试官的办公室、会议室和交易室里的工作台。

  我很高兴每次面试我都是有备而去的。我已想到了一些问题,我也能充满自信地介绍自己。这里的关键是怎样回答而不被认为是事先准备好了答案,更困难的任务是要提一些能激发面试官感应的问题。这些问题必须顺着对话的内容提出来,而且一定要瞄准某一领域,让面试官觉得你的思考有深度而愿意与你分享更多的见解。

  面试也会涉及有关金融与资本市场等各方面的内容,涵盖面广:股票市场、利率的趋势、美国联邦储备局的意向、新的资本市场工具、合并与收购的案例、新发行的股票、某企业的主要动向等都可能是谈论的话题。面试官借着这些话题了解应试者对进入本行业做了多少筹备工作,同时也借此观察应试者是否对该行业具备全面的了解和观察力。

  一次难忘的面试是在一家投资银行的债券部门进行的。最后一位面试我的面试官史密斯先生把我的简历揉成一团扔进了废纸篓里。

  我被他的行为弄懵了。他注视着我说:“你知道我收到了多少份来自哈佛、沃顿、斯坦福和耶鲁大学的简历吗?这样一份印第安那大学的简历又怎么可能让我留下印象呢!”

  我自然感到很不舒服,不知道这到底是一个“设计的”情节,还是他本来就难以应付。接着他说:“我要一个能在纽约市街头卖热狗的人。”

  他把我叫到窗口,看那个站在大街上卖热狗的小摊。他继续说道:“我在这里能看见你。我要你去说服热狗摊贩让你为他卖掉一些热狗。如果你做不到的话,就可以直接从那里回印第安那去了!”

  我回答说我会去卖一些热狗,并问他是否需要一个。我礼貌地谢过他,然后抓起外套,坐电梯下楼。在下楼途中,我一直努力在想怎样说服热狗摊贩,让我帮他卖一些热狗。

  正当我经过底楼大堂的保安台时,一位保安员拍拍我的肩膀,问我是不是张先生。“先生,史密斯先生叫你回到29楼去。”

  我与史密斯先生的面试是最有成效的面试之一,因为他让我分享了许多行业中较深入的专业知识和他的实际经验。

  华尔街这个独占鳌头、举世无双的世界金融中心,是一个充满了历史、姿彩与荣耀的地方。它曾为不计其数的美国企业在创业、开拓新项目融资、财务策略、合并收购等活动作出了巨大贡献。最近十几年,它也为许多世界级的欧洲、南美洲以及亚洲公司在融资与财务上提供了大量的帮助。华尔街公司文化中最显著的特色是主动并以不断的努力去吸引、发掘和招募人才。

  争取优秀的人才是华尔街金融企业的一个根深蒂固的理念。多年来对人才的重视,再加上系统化的招聘程序、持续员工职业培训和给员工的高额报酬,难怪今天的全球投资银行领域都以美国公司为主流。可以说,华尔街成为全球金融中心证实了其人才培养长期战略的成功。




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