Core Viewpoint - The article discusses methods for conducting due diligence on investment institutions during the interview process, emphasizing the importance of understanding the institution's background and investment logic before accepting an offer [2][3]. Group 1: Due Diligence Methods - The first step is to visit the Asset Management Association of China (AMAC) website to check the backgrounds of the institution's partners, as the information is reliable and does not require registration or payment [5][6]. - Review the institution's invested projects, particularly those that have gone public or are in the process of going public, to see if the institution has board seats and to analyze the board members' backgrounds [7]. - Engaging with project teams of invested companies can provide insights into the institution's investment logic and post-investment resources [8]. Group 2: Understanding Limited Partners (LPs) - The composition of the institution's LPs can be researched using platforms like Qichacha, Tianyancha, and Qixinbao, as the background and funding nature of LPs significantly influence the institution's investment style and strategy [10][11]. - Continuous funding from LPs is a positive indicator for the institution, and the presence of local government LPs can suggest a potential for reinvestment in local projects [12]. - Analyzing the reinvestment ratio by comparing the total reinvested amount to the contributions from local government LPs can provide insights into the institution's reliance on reinvestment for fundraising [12][13]. Group 3: Additional Insights - Investigating the litigation history of invested companies and the management company can reveal potential issues, such as buyback lawsuits, which may indicate the institution's effectiveness in securing returns [20]. - Monitoring recruitment patterns over the past three years can indicate the institution's stability and strategic direction, such as whether they frequently hire for the same position or shift focus to different sectors [22]. - Identifying common holding entities across invested projects can suggest mandatory co-investment practices, which may reflect the institution's investment culture [22].

对"强制跟投"的介绍，请见上一篇《 投资人的收入有多低 》 （一） 请问尊敬的合伙人：目前只有投资团队有跟投机制。您说，因为项目是投资团队找的。 那么，基金里面，募资团队是不是也要跟一点？因为 lp 是募资团队找的呀。 如果 lp 的落地、对赌等条款，导致我们投不到好项目，进而导致我们投的项目退不出来，是不是应该 lp 也负责？募资团队也负责？ 但是现在呢，募资团队每年拿的募资奖励，金额比投资团队的投成奖多多了，还没有什么跟投。合伙 人，你能不能给我解释解释？ （二） 尊敬的合伙人，感谢您没有设置强行跟投机制。几个老员工常说，感谢合伙人，一定 996 工作，为公司 奋斗到死。 难道 … 不是因为您给的薪资太低了，如果再强制跟投，根本就招不到人了？ 然后，因为不强制，所以我入职至今，一个项目都没有参与过跟投。 您那天还问我，怎么不跟？我现在回答您：因为你们这家机构投的项目都不行。 您可能又会问，但是项目不是我挖掘，我推进的么？ （四） 尊敬的合伙人，我想请问： 您觉得，假如我们有投资 DeepSeek 、宇树的机会，员工会不会踊跃跟投？如果我们每个项目都是 DeepSeek 、宇树这种档次，还有必要"强制"跟投 ...