Saida Raisa Anam, a marketing major from NSU, decided to take the opportunity to bridge the gap between theory and reality and face one of the most competitive corporate environments in the country.

I talked to Saida to know what it takes to earn the internship programme.

Process

The selection process itself was a bit unorthodox. It began with a standard online application portal where candidates submitted their CVs along with details of extracurricular activities and academic backgrounds. However, what followed deviated from the typical recruitment pipeline seen in many organisations.

Shortlisted candidates were invited to complete an aptitude test that notably lacked a time limit, an unusual feature in such assessments. Yet, the absence of a strict deadline came with an implicit pressure: completing the test efficiently was itself considered part of the evaluation.

This subtle psychological layer added a different kind of challenge, forcing candidates to fight multiple psychological pressures of not being fast enough and being accurate enough.

A major portion of the test focused on behavioural questions, which is a set of questions that tests your cognitive ability to think and act in different situations. This makes the notion of being technical and analytical about any given situation.

The questions often had a nuanced approach rather than binary conditioning. So, this section appeared designed to evaluate whether applicants’ personal goals resonated with the company’s ethos and values.

The remainder of the test followed a more traditional format that doctrinates sections on quantitative reasoning, grammar, and analytics. Candidates who successfully cleared this stage were invited to the interview phase.

The interview day unfolded with another element of surprise, which is a case study handed out to candidates while they waited for the interviewers to call them. It was a multi-paged case study. The case study required careful reading and critical thinking under time constraints. Candidates were given approximately 20 minutes to analyse the material and then come up with “answers” to the case study.

The case itself was about the premiumisation of skincare products, a rather relevant and complex issue in today’s consumer market. The challenge was to identify why attempts to position a product as premium were failing, despite multiple efforts to market them properly. It was not a narrowed-down questionnaire, more like an open-ended variation that made the candidates think creatively and propose organic solutions.

The interview that followed was structured but conversational. Candidates were asked to walk through their responses to the case study, articulating their reasoning and defending their viewpoints. Saida prefers to be creative with their answers, strictly maintaining coherence and reasoning in the articulation, and Saida suggests that future candidates should not be generic as well.

What distinguished successful candidates, however, was not technical competence. Authenticity, in their words, played a crucial role. This extension to genuine curiosity and enthusiasm proved far more impactful. Here, the emphasis was less on the number of internships or activities and more on the depth of engagement and personal growth derived from them.

Pre-preparation

Extracurricular activities (ECAs) were a significant differentiator. Participation in university clubs, business competitions, and social community initiatives provided candidates with experiences that added value not only to their CV but also to their personality.

In this case, Saida’s involvement in her own campus business club and an NGO that focused on gender-diverse communities added the necessary substance and individuality to her application.

She also mentioned how participating in competitions strengthens the profile of a candidate. The achievement of securing a first runner-up position in events like Econ Prodigy added the necessary credentials that demonstrated a willingness to challenge herself.

From application to final offer, the entire process was remarkably swift, spanning roughly two weeks to 20 days.

Interestingly, the most challenging aspect was the inherent ambiguity of the behavioural assessment. Without a clear benchmark for “correct” answers, candidates often found themselves second-guessing their responses.

Beyond the selection process, what truly sets the programme apart is the nature of the work itself. Unlike many internships where tasks can be repetitive, this is very different and offers hands-on experience on actual projects. Interns are often tasked with the full lifecycle of marketing campaigns, from initial planning to execution and evaluation.

Future leaders

For ULIP aspirants, preparation should go beyond academic performance. Building a well-rounded profile through ECAs and valuable initiatives significantly enhances one’s chances.

There are also other considerations. The programme requires full-time commitment, making it highly unsuitable for students as they have to step away from their academics. A strong academic record, typically a CGPA of around 3.3 or higher from a reputable or recognised university, further adds weight to the application.

Ultimately, the experience represents a shift in how leading organisations approach talented candidates. It is no longer sufficient or efficient to assess candidates solely on academic merit or technical ability. The job market has changed, so should you.