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留学选校:Behind Chicago Booth’s 97.4% Employment Rate (PART1/2)  

2016-12-04 02:34:21|  分类: 学校与选校 |  标签: |举报 |字号 订阅

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留学选校:Behind Chicago Booth’s 97.4% Employment Rate (PART1/2)

 


BY: JEFF SCHMITT ON FEBRUARY 04, 2016

 

 

How do you define success?

For most, you look at the numbers. By that measure, few schools can match the University of Chicago’s Booth School of Business. Some 13 years ago, the incoming class averaged a 687 GMAT. This fall, the 2017 Class entered with a 726 score – behind only Stanford and Wharton and a point above Harvard Business School. Booth graduates are also among the highest paid out of the gate, banking $125,000 median salaries and another $25,000 in signing bonuses. Not to mention, a jaw-dropping 97.4% of 2015 graduates had landed work within three months of graduation – the highest percentage among Top 25 schools.

More than that, Booth is popular among students and recruiters, too. The school earned the highest scores from recruiters in Bloomberg Businessweek’s latest employer survey. In The Economist’s MBA survey, Booth ranked #1 when students assessed their own program, along with finishing second in survey results related to new career opportunities, personal development and educational experience, and student quality.

Indeed, Booth is known as a data-driven program – and the numbers point up here. So what’s behind Booth’s traditional high employment rates, along with its popularity with recruiters, students and alumni?

A CULTURE OF CANDOR AND TRANSPARENCY

According to Julie Morton, the school’s associate dean of career services and corporate relations, it starts with the school’s culture, which is predicated on candor and transparency. In an exclusive interview withPoets&Quants, Morton emphasizes that Booth staffers and students pride themselves on giving “honest feedback, being very direct, and having a high bar.” At the same time, however, this candidness is tempered with an esprit de corps designed to build people up and bring out their best when it matters. “There is a really strong culture here of paying it forward with second year support of first years and alumni support of both first and second years,” Morton explains. “I think all of those things together have bred an incredibly successful environment.”

Academics are another aspect of the Booth culture that appeals to employers. The program’s ‘flexible curriculum,’ where students are technically only required to take the school’s Leadership Effectiveness and Development (LEAD) course, enables students to take a deep and early dive into their specialty. However, academics take precedence over job hunting for many students. In fact, Morton observes that students are reluctant to give up class time — even for an internship. While it may seem counterintuitive, Morton doesn’t believe students have to choose between academics and careers in business school.

“We talk to students very directly about how we firmly believe – and we have years of data to prove it – that if students focus first-and-foremost on what happens in the classroom, what happens in the interview room will go well,” Morton shares. “If they can pursue something that they are passionate about, if they pursue a sound job search, they will do well in that job search.”

WIDE AND DEEP CONNECTIONS WITH EMPLOYERS GIVE BOOTH MBAs AN EDGE

As a result, Morton’s team often directs students to be patient, selective, and focused on the big picture. “At the end of the day, if you’re a first year, this really isn’t about your internship search,” Morton counsels. “In the moment, it may absolutely feel like it. But this is really about where you’re going to end up second year for your full-time job and, more importantly, how that first post-MBA job will position you down the road for the rest of the jobs you’ll have and the rest of your career.”

Booth’s career services is also uncommonly close with employers – with Morton describing her team as the “eyes and ears” of employers. And that’s not by accident. How serious is Booth’s outreach? Among the 35 people who work in Booth’s career center (which covers full-time MBA students along with their evening, weekend, and executive cohorts and includes staffers in London and Hong Kong), 13 are involved in employer relations. By placing all of the school’s programs and relationship building under one umbrella, Booth can offer a range of services and options to prospective MBA employers that few schools can match. “What that means,” Morton explains, “is that our employer activity needs to have that kind of both breadth and depth to it. So when we walk into companies and they tell us that they only promote from within for their more junior level MBA jobs, we can talk to them about much more senior lateral level hires as a point of entry into the firm. There are lots of ways for us to garner employer interest.”

As entrepreneurship has emerged as the most popular concentration at Booth, Morton’s team has also had to adapt to its approach. Most notably, as smaller companies begin to compete for Booth talent, the on-campus visit is not necessarily the main goal anymore, particularly as students increasingly own their job search themselves. “Once you start working with companies that don’t have a huge presence in the MBA marketplace or large numbers of hiring needs,” Morton notes, “then you start looking at things like virtual engagement. Do you use Google Hangout for a company presentation or do you use Skype more? Things like that have become more-and-more prevalent.”

100% OF FULL-TIME STUDENTS USE BOOTH CAREER SERVICES IN ONE FORM OR ANOTHER

Morton, a Tuck graduate who worked in finance, consulting, and advertising before joining Booth in 2000,has built an operation where 100% of full-time Booth MBAs use the school’s career center, whether it is through one-on-one coaching, workshops, or recruiting at one point or another during their two years. Over her time, she has witnessed the business school landscape change dramatically. For one, students have become decreasingly tethered to traditional career paths. At the same time, technology firms have emerged as the third largest employer for Booth grads.

Despite changing times, Morton points to the tech sector as just one example of how the Booth philosophy is more attractive than ever to employers. “Our culture is one of being very, very data driven, very analytical in terms of solving problems and experimenting with different solutions,” she explains. “That academic culture really lends itself to that career space.”

In a recent Q&A with Poets&Quants, Morton discusses issues ranging from the school’s new and highly acclaimed modular training program to what students should consider when negotiating an employment offer. Here are her insights:

 

P&Q: You had a 97.4% placement rate with the Class of 2015, tops among Top 20 MBA programs. What are some of the secrets behind your success? What are you doing different than – or better than – other MBA programs? 

JM: I’m not in a position to compare what we do to other schools. I think our success is the result of an incredibly strong culture of students owning their own job search, but not being alone in that. There is a ton of resources and support [for students]. We are certainly our students’ advocates – and that spans far beyond career services. Really, my team is front-and-center with that. But you also have the dean’s office and the faculty. There is a really strong culture here of paying it forward with second year support of first years and alumni support of both first and second years. I think all of those things together have bred an incredibly successful environment.

It’s interesting: One of the worlds you used when you were talking about the 97.4% employment rate is “placement.” And we very deliberately don’t use that word. We don’t place our students. Our students really own their searches, but with the backing of lots-and-lots of support.

Here are a couple of examples for you. One is that we really encourage students to do a lot of self-reflection and figuring out what it is that they want to do. We really encourage them to pursue their career passions. And that message doesn’t just come from us. I was in a prep session that the second years in the banking student group were running for the first years for the first day of investment banking internship recruiting. We’re all singing from the same song book. They were using the same language in terms of telling the students that they really needed to be introspective in terms of why this was a good fit and then be able to articulate that. The second years help students practice that, just like the folks on my team and critique that…We are very, very candid with students. And that means letting students know when their marketing speals are not quite up to snuff. We are very direct with them that something needs work and that If I were a banker and heard this, this is how I would react to this…Students certainly get this candor from us and they also get it from their second year classmates. They get it from the alums. The message is very consistent throughout.

Two other hallmarks of the [Booth] culture are that students here are supportive of one another in an institutionalized kind of way. So it’s not at all uncommon here when a student lands an opportunity that they want and they go ahead and accept it for that student to come to this office. They’ll say, “I reached out and made inroads with these companies that I’m not sure are on your radar. Can I introduce the school to those companies so those relationships aren’t just lost in my Outlook connections and can become connections for the school. We have so benefitted from that kind of support and connections –even if this is the first time this firm has hired a Booth student (or even the first time that they have hired an MBA intern). Even the firms that [students don’t go to], where they pursued work but decided it wasn’t the place where they’d end up, that’s been a pretty wonderful source of peer support and connectivity for my team to then further those relationships.

The other thing that we have done for years that has really helped support the community is every summer, the deputy dean (Stacy Kole – who’s in charge of the full-time MBA program) and I visit all the cities where we have a group (10+ interns) and check in and meet with them during the course of the summer…Often times, we’ll have dinner with them and meet with their employers during the day. We’re able to triangulate that way, just as a touch point. It’s a great way to get in-the-moment feedback, both about how their first year panned out (with 20-20 hindsight, of course) and hear how their internship is going. When they come back to school, which starts very quickly and the internship is a thing of the past, [It’s hard to get feedback]. So this allows us to gather great insights on the strengths of their internship and what they experienced during their first year here. This is a tangible example of the way the culture here is incredibly supportive.

[And the feedback] has been incredibly valuable in terms of shaping the kinds of programming that the career team offers to students. Spreading things out by modularizing our programming, for example, came out of this feedback. We get concrete feedback about internships and can go to the companies and talk through some of those issues. Sometimes, we can give in-the-moment career guidance and help students navigate tough situations at their internships that you don’t want students to be stewing on. It helps inform all kinds of things both from a Booth perspective, but also it lets us be the eyes-and-ears with the companies as well.

P&Q: How early in the process do you connect with incoming students and how? 

JM: We connect with incoming students before they land here on campus…in the springtime. Our admissions team hosts admit events. A lot of folks on our team attend them. Those are held outside of Chicago, but then we also have two big weekends where admitted students come to campus. Career services plays a very active role in those weekends and the sessions done by the admissions team. So the message of how we work with students is something that they are familiar with long before they arrive here in the fall.

During the early summer, we start working with them very, very tactically. First, we introduce them to several different self-assessment vehicles that they take on their own. So they get the legwork done in the summer and come talk to us when they come here. They also start to work on their first MBA resume. Again, we follow up with them once they land on campus. And the third thing we do is a lot of work with them on how to establish their network that they’re leaving – either their workplace or their community – in way that they can tap into it when they want to utilize that network in their next job search. So when they arrive here for the orientation programming, they’ve already got a strong foundation and we then leverage off of that through workshops and one-on-one coaching sessions.

The other thing we do for international students is that once they are admitted, but before they actually say to admissions that they are coming, I got out to them with a letter that talks to them about the challenges of conducting a job search where you don’t have automatic work authorization. Many of our international students seek to work in the United States (or a third country)…We talk to them very frankly about the prep and the challenges that may face them should they conduct a job search in a country where they’re not automatically work authorized. So again, we are very candid and transparent: [The search] is not impossible, but it’s going to be hard.

 

P&Q:  How is career services team integrated into the Booth curriculum? How are you personally involved in the classroom so that you’re not just an afterthought? 

JM: I read the interview that you did with Mark from Olin. We are organized very differently here and so I think the answer to the question is quite different from the conversation you had with Mark. One of the big reasons that students come to Booth is for the academics. We find that our students here are really focused on that. For example, when we have issues with internships starting before the end of the academic quarter, students are loath to give up that academic time. So academics here is very, very profound. As such, we talk to students very directly about how we firmly believe – and we have years of data to prove it – that if students focus first-and-foremost on what happens in the classroom, what happens in the interview room will go well. They should never think about sacrificing what happens in the classroom for the sake of career. If they can pursue something that they are passionate about, if they pursue a sound job search, they will do well in that job search. Our faculty firmly believes that [too].

So I know students use a lot of materials that they cover in class in their interviews and on their internships. Students tell us over-and-over again the reason they performed so well was specifically because they put something to use that they learned in class the previous year. Chicago’s flexible curriculum allows students to take very advanced classes and classes that preps them very directly for their internship in their first year. So students definitely avail themselves to that.

But [career services] doesn’t co-teach on the career and curricular sides. The faculty teach in their classroom and we have a lot of time with students outside of the academic stuff where we do career-related activities with them. Some of that is in groups and a lot of that is one-on-one and individualized.

 

 

 

 

以上内容摘自:

http://poetsandquants.com/2016/02/04/why-chicago-booth-is-the-leader-in-employment/ 

 

 

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