B-SCHOOL ADMISSIONS Q&A - Harvard

chipmunk · 发表于 2003-8-5 03:29:00

with Harvard's Admissions Director Brit Dewey, along with second-year student Deana Menkes, with advice on how to present yourself in the application process

Q: Harvard Business School applicants must submit their applications online. When you receive an application, how is it evaluated? What gets looked at first, and by whom?
Dewey: The application has several components -- transcripts, recommendations, essays, the résumé, the description of work experience, outside activities. All of that is in the application, so it's reviewed by a member of the admissions board.

It gets reviewed again by another member of the admissions board. Then, for the strongest candidates, the evaluation process can include an interview. We take [the interview] into account and make the final decision based upon all the information that we have from each of the reviews.

Q: Is there a specific process, or are members of the admission board able to vary the ways in which they review people?
Dewey: People have different styles. But what we're trying to do is look at all the information in the application in order to get a strong sense of who the candidate is and the strength of that candidate on three things.

The first is academic ability. We look at transcripts, the Graduate Management Admissions Test (GMAT), rigor of work experience, and the Test of English as a Foreign Language (TOEFL), if applicable.

Second, we try to assess the strength of a candidate's leadership experience. That can be from outside of work, in informal or formal roles.

The third criterion is your personal qualities and characteristics.

Q: And that comes out in the interview?
Dewey: From essays, recommendations, through the applicant's voice, perspective, and insights. Also from the interview, if we do one.

Q: HBS interviews all admitted candidates, with the help of about 80 alumni interviewers. Do you have sense of how much of your applicant pool gets interviewed?
Dewey: We don't have a target for how many people to interview each year. So it really depends on the quality of the applications. As we review the applications, we determine who are the strongest candidates, and interview them.

Q: So last year, what percentage of applicants got an interview?
Dewey: I don't know off the top of my head. But of those who were interviewed, I'd say at least half were offered admission.

Q: Leadership gets a distinctive emphasis at Harvard Business School. What qualities does a leader have in the admission committee's eyes?
Dewey: We could talk at length about this. I don't think there's one set definition of a leader or of leadership. But certainly I think that there's an element of initiative -- desire to have an impact on the communities that you're involved in. Motivation. Empathy. Sense of humor.

Q: Deana, what stands out to you about the leadership qualities that you see in some of your classmates?
Menkes: Leadership isn't something that's always exhibited in a professional environment. I've been able to interact with folks who have experience in leading hikes up the major mountains of the world or have taken active roles in nonprofit organizations or even started them up. The application of leadership skills is not always just in the workplace.

Q: Many applicants to Harvard Business School come from consulting and banking, where it's typical to enroll for the MBA as early as two years after undergrad. How can these types of applicants demonstrate leadership?
Dewey: People often think that leadership equates to having had a formal leadership, such as managing a division, managing a team, having had direct reports. I think of leadership as much broader than that.

I see and read and talk to people about great examples [of leadership] in a context where they aren't leading the deal, the case team, or the project. But when they're faced with challenges, and have to work with other people and be strong individual contributors, they do it very effectively. They have some tremendous insights about why they've been successful and how they could be more effective.

They also have been in situations where they've had role models who were both successful and less successful leaders. Those have been great learning experiences for them and have helped them develop their capabilities.

Q: Another element you stress on your application is essays, seven of which are required. You ask applicants to describe an ethical dilemma they've faced. How long has HBS been asking that question?
Dewey: We have asked that question many times in the history of Harvard Business School. We ask people to talk about these dilemmas to get a sense of their values.

We also want to hear from recommenders about a candidate's ethics and behavior in the community. That's new for us -- specifically asking a question to a recommender: "Please comment on this person's character, conduct, and how they are as a member of your community."

Q: Has anything you've heard from recommenders surprised you?
Dewey: One of the things that has pleasantly surprised me is that recommenders say they're happy we've asked that question and flagged ethics as something that's important to us.

Q: Given that we've seen so many examples of ethical lapses in the business world of late, are applicants reacting differently to this question than they did in years past?
Dewey: I certainly think that given recent experiences, there might be more for people to think about. But each candidate answers differently. Ethical dilemmas can exist one-to-one, or on a one-to-very-many, organizational level.

We're really not looking for a right answer. We want to learn about how people think about the question.

Q: Deana, some B-school students say they're interested in learning about ethics as an important part of the MBA degree but that when they get out into the real world, it's hard to apply those lessons. Do you and your classmates get the sense that ethical values will be hard to implement practically?
Menkes: As for implementation, I don't think the dilemma confronts an MBA any differently than it confronted us before we joined business school. From that perspective, [ethics instruction in B-school] maybe gives us some additional insight into handling ethical dilemmas and hopefully some additional tools for managing situations.

The case-study method [puts us] into situations in which we've had to confront such issues head-on and think about a manager's dilemma. So I would hope that going forward, we would approach this situation by creating a new openness within our organizations.

Q: How is the application volume this year?
Dewey: We're still receiving applications, so we'll see the net results in the middle of March when we get our last round in. We've just had two consecutive years of record applications to Harvard Business School. At this point, I don't see us exceeding last year's level. But I think it's quite likely that we'll come in somewhere between two years ago and this past year.

Q: Are you seeing more applicants from any particular industries?
Dewey: It depends on the time period you look at. One of the things we're pleased about is a sharp increase in the number of folks who've applied to us from social enterprises. From consumer products, health care, and biotech companies, as well.

Also if you talk to Matt Merrick, our career-services director, we have seen, with the class that graduated, more students going into areas like health care, biotech, and marketing (see BW Online, 8/1/02, "A Tough Job in a Tough Job Market").

Q: Is that a result of efforts on your part or something that happened because of other issues, like the economy?
Dewey: Certainly economic issues always shape applicant pools. But one of the things that we've tried to stress is the breadth of application of the MBA degree to many different industries in both the for-profit and nonprofit sectors. [We stress] that many candidates from different industry and educational backgrounds come to Harvard Business School.

Q: Is it harder to gain acceptance in the third and final application round than it is in the first two rounds?
Dewey: There's no significant difference in applying for round one, two, or three. That said, most of our applicants apply in the first two rounds, and we take most of our admits out of the first two rounds. But there are always some fantastic candidates who apply in the third round and who are admitted.

The one thing, though, that we do say to folks who apply in the third round, is to be aware that there are logistical challenges to being admitted in third rounds.

One, if you're an international student, we need to admit you, have you line up your financing, and have your visa issued, all in order for you to get to campus in the summer. We want to make sure that we have enough time to go through that process, and sometimes it's really tight for folks who apply in the third round.

The second point is that at Harvard Business School, many folks want to live on campus. That, I think, is one of the best things about the HBS experience -- we're a residential community, and we value that. If you apply in the third round, you'll miss some deadlines for getting into dormitories or affiliated housing at HBS.

Q: Where else do HBS students or applicants apply to?
Dewey: HBS applicants apply most frequently to Stanford, Wharton, Kellogg, and Columbia.

Q: HBS's yield rate was exceptionally high at 89% last year. Where did the other 11% go?
Dewey: The majority of folks who didn't come to Harvard Business School went to Stanford.

Q: What common mistakes frustrate you as an admissions officer when you read them time and again?
Dewey: First and most important, a candidate who hasn't taken the time to think about where they've been, where they want to go, and how Harvard Business School fits into that. The types of things on which we're asking you to comment on the application aren't just what your experience has been, but what are your insights?

It takes a lot of time and reflection to tell us your story. I think that there are candidates who spend too little time trying to understand themselves and why Harvard makes sense. People who haven't done their homework...aren't able to explain to us all the dimensions of who they are.

Q: You mentioned that you want to hear the applicant's voice in the application. Do you have any tips to make sure that voice comes through?
Dewey: Sure. The best way possible, by definition, is be yourself. That's what we're looking for. We want a sense of who you are. We may meet you [in person] if we invite you to interview, but when we're reading the application we're also trying to "meet" you, to really understand you.

Take the time to reflect and to write your essays in your own voice, from your own perspective, and share that with someone who knows you really well. Have them read your essays and react. They know you well. They can they say, "Yes, that's you."

Q: Deana, what unifying traits do you see among HBS students?
Menkes: There are a range of attributes. My colleagues are driven people, generally, in all aspects of their lives. I also think that they're very giving people. A lot of sharing goes on, a lot of cooperation, and teamwork.

Q: Was there anything that surprised you when you started attending classes at HBS?
Menkes: The community itself. Every place on campus is like a student union, with peers constantly milling around, chatting in the library, chatting in the beautiful facilities of the cafeteria.

On a grand scale, what probably surprised me is how willing folks were to help students like myself who maybe had a less extensive business background before coming here. They give of their time, at any time during the day, to discuss a case or help with some dilemma, or even with personal issues.

chipmunk · 发表于 2003-8-5 03:34:00

March 12, 2003

chipmunk · 发表于 2003-8-5 03:42:00

July 31, 2001, with Stanford's Associate Dean Sharon Hoffman, associate dean of Stanford University's B-school, with tips on making the cut

Q: Sharon, you've seen plenty of applications in your day. Was there a general difference among this year's applicants compared to years past?
A: Somewhat, but not as much as we expected. More folks from high-tech and startups, somewhat fewer [applicants] from consulting and banking.

Q: Word on the street is that schools had a difficult time attracting as many women and minority students as they wanted this fall. What's the case at Stanford?
A: We haven't seen a difference vs. last year, both in the applicant pool and our new students. Both the quantity and quality [of applicants] has been high.

Q: Do you expect the demographics of this year's pool of applicants to differ from the previous years -- lots of people from dot-coms gone bust, for instance? If so, will it change Stanford's target demographics of admitted applicants, and how?
A: I would expect that we will see people from companies and industries that might have been underrepresented in the past three to four years during the dot-com boom. I can't foresee an impact on the target demographics, because we'll admit the top folks in the pool regardless of industry.

Q: This fall, a new director of admissions will begin at Stanford. Will anything change in the way of admissions criteria?
A: Marie Mookini headed up admissions here for 10 years, and she did a great job. The criteria that she used will remain in place -- no big changes planned. Our new director is Derrick Bolton, one of our MBA alums, who comes to us from Goldman, Sachs & Co. He's going to be terrific, and he will be out on the road this fall, and I hope you have a chance to meet him.

Q: Is there any way that re-applicants can get some general feedback about their unsuccessful applications?
A: That's an interesting question. We did have a feedback policy for several years. We wanted applicants -- especially those considering a re-application -- to understand what happened the first time. But we discovered that for the vast majority of applicants who were not admitted, the reason was, simply, space. They were not the one in 12 or the one in 15 we were able to admit.

There was nothing we could point to or highlight in their application that would be "fixable." And consequently, there wasn't much value being added [to them]. My advice for a re-applicant is twofold. First, if you easily see an area of less strength in your application [low grades, thin work experience, etc.], address it directly. And second, please apply to a number of schools, because Stanford simply doesn't have the space to admit everyone we would like to take.

Q: How many people have been offered admission from the wait list so far this year? And how large was the original wait list?
A: So far, I think, eight to 10. We may take a few more but it's hard to predict because currently the class is fully subscribed. We will admit off the wait list if the class shrinks at all because of people dropping at the last minute, which happens in a very few cases each year. About 200 [applicants] were placed on the waiting list this year. But of course not all of them accept their place on the waiting list, so that number does slide downward over the course of the summer.

Q: Now a question regarding things in an application that really catch your attention -- positively. Please provide some some examples of what makes an application say "wow!" to the admissions committee. Are professional accomplishments too boring, should we show more extracurricular "wow"?
A: As a general rule of thumb, all kinds of "wow" are good. There's academic "wow," professional "wow," extracurricular "wow," essay "wow," etc. Professional accomplishments are certainly never boring -- they're integral to the application, and we want to know what they are so that we can understand and assess the impact you've had at work.

But you asked for examples. Academic "wow" might be graduating from college in three years while also financing all of it yourself. Professional "wow" might be being given responsibilities clearly designed for someone with years more experience, because of your abilities and reputation within your company. Extracurricular "wow" might be creating an organization or an event on a significant scale to accomplish something that's a passion of yours. And essay "wow" is writing about yourself, your experiences, and your goals in a thoughtful, engaging, and personable way.

Q: On the flip side, what are the biggest mistakes that applicants make on their application?
A: Great question. There are big mistakes and small mistakes. Probably the biggest mistake is not spending enough time on the application -- writing a shoddy essay and not choosing the right recommenders.

Q: How does a high pre-MBA salary affect admission chances?
A: For Stanford, it's really neither here nor there. We're looking for the impact an applicant sees an MBA having for their career, and that's not only measured in financial terms.

Q: What is Stanford's approach toward minority applicants?
A: We are passionate about creating access for minority applicants. And we do that in a number of ways. One of our assistant directors focuses primarily on minority recruitment and retention. We work in partnership with our current students of color -- both on current recruiting and pipeline work. And we actively seek to increase the numbers in our applicant pool. And we've been very fortunate -- our numbers are strong. We're not satisfied, we're not complacent, but we're happy to see where things stand right now.

Q: A discussion on BusinessWeek's B-schools Forum talks about common perceptions about Stanford MBAs -- including the great and the not-so-great. How do you react to the perception that Stanford MBAs display an elitist attitude?
A: That's a problem. That perception does occasionally surface, and we need to work to dispel it. It has come up in conjunction with the unprecedented economy the last few years. Students felt they had unbridled choices and opportunities, which occasionally led to a perception of entitlement. It's too bad, because 99% of the students here, whom I know very well in my role heading up the MBA program, aren't like that at all. And the 1% who did behave ungraciously? I think the current economy will fix that.

Q: Would Stanford's Graduate School of Business consider increasing its MBA class size to accommodate otherwise qualified applicants? [Editor's note: Stanford's B-school admits about 360 MBAs annually into its two-year program.]
A: No, not significantly. We believe that our small size is a real strength. And while it does, absolutely, prevent us from admitting as many qualified applicants as we would like, it creates an unparalleled learning environment, we believe -- a transformational learning environment for people who are here. I predict we will stay approximately the same size for the foreseeable future.

Q: Does Stanford prefer that applicants visit Stanford's campus or is attending an information session in a local city O.K.? And when is the best time to visit Stanford's campus? Is an appointment necessary?
A: Both are good. Do whichever you can. Neither is required.

From an admissions perspective, we have no preference. We certainly do not require people to visit the campus, because that wouldn't be reasonable or feasible for everyone. However, we encourage it because it provides you with more information about the program and life here, which helps you decide if this might be the right place for you. The good part of visiting campus is that you can sit in on classes and thereby get a sense of the academic atmosphere here. You can meet some current students, too.

The good thing about our recruiting sessions in various cities is that, in addition to the admission presentation, [prospective students] hear from recent alums about their experiences.

The best time to visit campus is while classes are in session, which is roughly October through May, with certain blackout periods for exams, etc. You don't need an appointment, but if you wish to take an official tour, attend an information session, or visit an MBA class, you should sign up in advance, which you can do via our Web site.

Q: Are admissions officers a little more flexible with the GMAT scores of applicants for whom English isn't their native language?
A: Yes and no. We recognize that the verbal part of the GMAT is certainly more challenging for people for whom English is a second language. However, we use the GMAT as a gauge for whether a student will be able to survive the academic workload of the MBA program. And consequently, we need to feel comfortable that he/she will be able to thrive in an environment with rapidly spoken, idiomatic English and immense class participation.

Q: Is there anything specific that the school looks for when reviewing letters of reference? Which would Stanford prefer, a letter from a vice-president who knows the applicant pretty well or a letter from a manager who has known the applicant for years?
A: That's not even a close call. Someone who has worked with you or evaluated you in a professional context is the best choice. At least at Stanford, we don't care about title. We don't want to hear from the CEO unless he or she has been your direct boss. When we read the letter, we look for thoughtful, detailed, and passionate prose on your behalf. Pick someone who really cares about your candidacy and who's going to spend the time necessary to [write] a great letter. Pick your direct-level boss.

Q: Since we don't all have 4.0 undergraduate GPAs, what's the most effective way to address a low GPA?
A: When we see a low GPA, we will look at the GMAT to corroborate or refute it. If the GMAT is very low as well, that's going to be a tough hurdle to overcome. As much as we like to take risks on people, we don't want to admit anyone who won't survive the academics here, and for that reason we look at previous academic work [GPA and GMAT] as an indicator.

Now, if the GPA is low and the GMAT is high, you need to explain to us what happened in college. And some explanations allay the committee's concerns, and, quite frankly, some don't. So explain what happened, be honest, and help us to understand why this won't be a problem in the MBA program.

Q: A question of goals: Is GSB looking for individuals who have a very clear idea of what they want to do after business school or are they open to individuals who may want to use the time in B-school to figure out their options?
A: We want to understand from your essays, generally, where you see your career heading. We don't expect you to have figured everything out already. However, this is a huge decision in terms of time, money, and effort, and we do expect you to have a good idea of where you see yourself heading.

Q: In the past, Stanford has gotten strong criticism for its lack of responsiveness to the students' needs. What is done today to address this issue?
A: A couple of years ago, students told us that they would like clearer communication with the administration and better staffing to serve student needs. Part of my job has been to work on both, and we've done a lot. We have many, many different avenues of communication these days -- formal, informal, planned, spontaneous, big group, small group. You name it, we do it. And we have increased our student-services team to be better able to design and implement student programs. These days, students tell me they feel really good on both fronts.

Q: What differentiates Stanford from all of the other top MBA programs?
A: I'm asked that question a lot, and I don't think it's one single ingredient. For me, it's the intersection of four factors. First, our small size, which creates a really intimate learning environment and a tight alumni community. Second, our location in Silicon Valley, the heart and often birthplace of technology. Third, our approach to academics, which focuses on foundations and fundamentals more than best current practice. And finally, our students, whom we admit from the most diverse set of backgrounds imaginable. In addition to the classes, you come to an MBA program for the people, and I'm constantly amazed at the group of people who arrive every September.

Q: How do you view students who have held a high number of jobs at different companies in a short period of time (i.e., job-hoppers)?
A: If it truly is a lot of jobs in a short time, that's not going to help you. An obvious question would center on your commitment and follow-through, and another concern is whether you've built a reputation and established credibility or a track record anywhere. Job-hoppers usually have thinner, less compelling references, and that hurts too. Now, everything is in context, but six jobs in two years is going to be a real red flag.

Q: On that note, let's move on to career services. How aggressively does Stanford seek to bring in recruiters from companies other than the "usual suspects" such as Bain, Cisco, and others?
A: Very aggressively. Our Career Management Center works hard to establish long-term relationships with companies in a wide spectrum of industries to reflect and encourage the varying interests of our students. Really, everyone from traditional consulting firms to, I believe, the U.S. Postal Service recruits at the business school.

Q: What is the school telling its first- and second-year MBAs to expect when it comes to finding an internship or full-time job this year?
A: The year upcoming is going to be challenging for all job-seekers, given the economy. Students need to think really hard about what they want to do. We have resources to help students find the jobs they want, but I think at least for now, the days of multiple opportunities falling into our laps are probably over. Now, that being said, 99% of our first-year students got internships [in 2001], and about 90% of our second-years have already committed to full-time jobs.

Q: And are students from outside of the U.S. at a disadvantage compared to their U.S. classmates when it comes to finding a job?
A: Non-U.S. students sometimes feel at a disadvantage, because U.S. companies can decide whether or not to hire international (non-permanent-resident) students, and some of (the companies) don't want to. Our Career Management Center works hard to educate the companies about visa issues and encourages recruiters to interview all interested students.

Q: Would you top this discussion off with a quick list of suggestions for applicants this fall?
A: I'd be happy to. My top three suggestions: No. 1: Do your homework, which means check out written information, talk with alumni, talk with students, attend local events. Differentiate among the many programs to find the ones that really appeal to you.

No. 2: Apply early. The best gift you can give yourself is to apply in the first or even second application round.

No. 3: Really focus on the essays. They are your opportunity to exert some control over the application process. And they help the admissions committee to understand why you would be a great admit. [Essays] often make the difference, and all the time you spend on them is worth it.

chipmunk · 发表于 2003-8-5 03:49:00

September 20, 2002, the director and associate director of admissions talk about the B-school's quest to broaden its applicant base and a new focus on ethics. BW

Q: The world has changed a lot since last year's application season, with September 11 and all of the business scandals. Are you noticing a different type of applicant?
Martinelli: There was a sense of introspection, especially in Round One applications. They were very, very strong. But I don't think we saw much difference in the diversity of applicants, meaning their industry backgrounds or whether more of them were domestic or international.

To me, people seemed to be thinking through their lives a bit more. I know I did. That didn't hold through the entire year, because I think as we got further away from September 11, we got back into our routines to some extent.

Q: The bulk of the corporate malfeasance came to light after last year's application rounds had passed. But has that been on people's minds? Have you seen new applicants putting an increased emphasis on corporate responsibility?
Martinelli: Well, I know our students are. The entering class is talking about this a great deal. I don't think we've seen that with the applicants yet, because we haven't seen anyone. But we are hearing about it with prospects visiting campus.

Brown: I believe -- and this is a personal opinion, not necessarily the Wharton opinion -- that the Enrons and the WorldComs have damaged the brand of the MBA. Such events are going to hinder our efforts to diversify our product and bring the MBA into different markets.

So we're trying to be very aggressive in pushing the value of the MBA, so that it doesn't become associated with some of the issues we've seen this summer. Now, we're seeing applications from different industries.

Q: Have you noticed any difference in the past year in potential career paths among prospective applicants? Or are they similar to what they've been traditionally?
Brown: Historically, the MBA has become so closely aligned with consulting and investment banking that many people who could really benefit from the MBA aren't necessarily seeking one.

Moreover, industries outside of consulting, investment banking, and a few others typically don't send people to MBA programs. So we've been more aggressive in developing educational materials to show them how the MBA fits for them. A lot of companies wouldn't encourage a person to leave and get an MBA, like a consulting firm might.

Q: Are you targeting specific industries with this effort?
Brown: To start with, the media and entertainment and not-for-profit industries. We interviewed a bunch of alumni from those industries and had them talk through why they decided to get an MBA, why Wharton, what they're currently doing, and the relevance of their Wharton experience.

We're developing marketing material to try to trigger an epiphany, to get people to recognize the value of the MBA even though they might have had negative perceptions of the degree in the past. We're going to ask our current students in those industries to get that information out to their peers and colleagues. This is a pilot project that, if successful, we would roll out to any industry group.

Q: The Wharton School recently hired ADP Screening & Selection Services to vet admissions applications. When and why did you decide to take that step?
Martinelli: In the winter months, we started talking about how it's increasingly difficult for us to do the type of evaluative checks we would need to cover the entire applicant pool. In our application, we've always made our students grant us the permission to do background checks. But we just didn't have time.

Sometime in January, we starting tossing around the idea, consulted with the university and some of its vendors, then signed a contract in March. So it really was in advance of all the ethics issues.

We were concerned with the degree of exaggeration -- and perhaps even outright lies -- in applications, and we wanted to make sure that we were selecting candidates who were honest about themselves. We're hoping never to catch anyone. This a deterrent, we hope.

Q: Can you give an example from past years of the kind of exaggeration you're talking about?
Martinelli: It's very easy for students to embellish their experience, but that's not what we're really after. We're looking for bold lies. "I worked for a company that didn't exist, I held a title that didn't exist" -- that type of lie. There are a number of exaggerations we would like to limit as well. A lot of times we talk about ourselves in grander terms than we live out in reality.

I think the idea is to show students that you can be yourself and be admitted to Wharton. You don't have to fabricate this wonderful application. We're looking for an individual's motivations and passions, not a person who's highly accomplished and has it all down pat. Otherwise, they wouldn't need the MBA.

Brown: I don't think there's a huge problem with the applicant pool. That's not why we instituted this policy. The issue is, if there's one person who exaggerates or flagrantly lies on their application, and we don't catch that and we admit that person, we're excluding someone else from coming to Wharton who was completely honest.

Q: Last spring a Wharton student was expelled when a fabrication was discovered on the student's resume. Did that have any bearing on this decision?
Martinelli: Well, it did have a bearing on this decision, because it was very upsetting to the school. Ethical misconduct at Wharton is taken incredibly seriously. The punishments may seem a little overdone, but that's how we react to things like this. I want to know that everyone we're admitting is part of the Wharton community and that we're not moving past somebody who should be here because somebody else fabricated an application. So we're trying to ensure that everyone who's here belongs here and can contribute.

Brown: That incident aside, we do get e-mails now and again from people saying, "Look, I know so-and-so applied to your school and I can tell you he or she never did whatever it is that they're saying." Now, I don't think I can disclose what we do after that, but I think the community to some extent polices itself because students want us to be 100% free of any ethical issues.

Q: The MBA is as popular as it has ever been. Do you worry that with so many people going back to school for an MBA there's too much supply?
Martinelli: If you think that the MBA only feeds a couple of industries, perhaps you could imagine that there's going be a glut. But I believe the relevance of the MBA far exceeds the narrow breadth of industries that we typically think of as destinations for MBA students. The values and skills that you learn are incredibly relevant, whether you're in the nonprofit, media, or arts sectors, whatever you want to do. They're basic skill sets that are adaptable to all these industries.

Q: So that all said, are there ways in which you would like to see Wharton's student profile improved or altered?
Martinelli: There are some areas I would like to see grow. I'd like for some of the younger applicants to take a look at their timing -- I'd like to see some younger superstars. I'd like to see more women and more nontraditional students.

That happens naturally in the pool, so we're just going to continue to market very broadly, or educate very broadly, about the value of the degree. It's up to the individuals to determine what the class looks like next year. It's not something we're going to craft.

Q: I know it's early still in the application season, but from your inquiries, do you anticipate that this year will be as competitive in terms of volume as last year was?
Brown: I would doubt that we'll be breaking any records this year. Last year, we were impacted to some degree by a delay factor: In the late '90s, people who were well qualified weren't necessarily applying to business school. Last year, I think the increase in volume was attributable to some degree to the economic downturn, and also to this delay.

So we don't expect the same volume as last year. However, it's always going to be competitive. I don't want the message to be that this is an easy year to apply to business school, because then people won't put the requisite effort into writing a great application. It's still going to be tough.

chipmunk · 发表于 2003-8-5 03:57:00

November 5, 2002, Admissions Director Michele Rogers shares a few tips for applicants to this year's top-ranked B-School. Business Week

Q: Could you comment on reapplicants who have let a number of years pass -- say, four or five -- between their first and second applications?
A: Frankly, we only retain applications for two years, so we no longer have information about applicants who applied to the school before that. We find that the most successful reapplicants are those who have improved in some area since their prior effort. That may be higher-level work experience, better quantitative skills, more evidence of leadership potential, or improved personal and professional maturity.

Q: With only approximately 80 students enrolled in the one-year MBA program at Kellogg, is admissions more competitive than for the two-year program?
A: Excellent question! Actually, the test scores and the GPAs for our three programs are equivalent, but there are fewer places in the one-year program. Fortunately, most candidates self-select for that program, because they're required to have an undergraduate business degree or the equivalent, earned within the last five years. Consequently, it isn't more or less difficult to get into the various programs -- they're fairly equal. The third program we offer is the MMM program -- Master of Management in Manufacturing -- which is designed for students interested in product-focused companies.

Q: What's the expected increase in applications for Kellogg compared to last year?
A: Actually, we're not anticipating an increase this year because we implemented some changes in our application process [to interview all applicants]. We anticipate that we'll remain steady in our application numbers.

Q: How many applications did you receive in application Round One (ending Nov. 8), as compared with last year's first round?
A: Actually, applications are down slightly in round one from last year. Last year, we were up 68% from the prior year. This year, we're up only 60% from two years ago, so down slightly from last year. In fact, we had hoped for a larger decrease!

Q: How much does the undergraduate grade point average count in admission? Does a low GPA mean an applicant has to forget about the top 30 B-schools?
A: Actually, you will find that quite a few of the schools, including Kellogg, will assess your intellectual ability from more than just your undergraduate record. At Kellogg, we also consider the type of courses taken, any trends or progress over time, the level of analytical and quantitative skill required in your current or past profession, your recommendations, and the Graduate Management Admissions Test. We certainly encourage candidates to look beyond the GPA in making the decision to apply to Kellogg.

Q: Is it better to be creative or to be focused in the essays? How many people will read the essays?
A: Our process is designed to allow several people to review the application. The interviewer will certainly provide one point of view, and typically there are three readers of each application; in some cases four.

The first reader of any application is a member of our student admissions committee who is trained for several months in the fall. The second reader is a member of the staff. And the third reader is typically the [admissions] director. If we reach consensus, a decision is mailed. If we need to discuss the candidate, the application will be read by another student and it will be discussed. We think this process ensures the applicant every possible advantage in the selection process.

My advice to anyone about the essays is to write what you are. If you really, truly are a creative person, then certainly that should come through in the presentation. If you're not funny, don't try to be -- typically it's not a good idea. At Kellogg, we're looking for a diverse array of backgrounds, talents, personalities, and experiences. We aren't looking for one type of person or one type of student.

Q: Could you speak briefly to those candidates with unusual backgrounds -- for example, the performing arts or entrepreneurship?
A: Currently at Kellogg, we have a minister from Korea, jet-fighter pilots, and high-school teachers, as well as investment bankers, consultants, and marketers. Candidates with atypical backgrounds that are successful in our process tend to have a good story, a good rationale for why business school and Kellogg make sense for them.

We have a fiduciary responsibility to help candidates determine whether Kellogg is a good fit, and if candidates provide the right information by answering our questions we can achieve this mission. I always suggest that nontraditional candidates go visit the schools they are considering and talk to current students and alumni -- but also talk to people in the discipline that they would like to go into to make sure that business school would be a good fit.

Q: How important is community service? What types of activities count as community service?
A: We value any type of involvement that produces positive outcomes. At Kellogg, we focus more on: Does this person have a sense of community? And that will vary from person to person. Remember that we're looking at a whole person in the selection process. Ideally, the candidate will have incredible intellectual ability, outstanding experience and potential, and potential for leadership, along with incredible personal attributes. Typically, only a very small percentage of the applicants excel in all of these areas. Most often, applicants will be strong in one or two areas.

Q: Why does Kellogg only ask for one letter of recommendation, while other top programs ask for two or more?
A: We request one recommendation because someone from Kellogg will speak with the candidate during our interview process. This allows us direct personal contact. In some cases candidates will send us an additional career-progress survey (that's what we call our recommendations) because it sheds light on another aspect of their career progress or background. We ask that candidates use their judgment in determining whether a second CPS is necessary.

Q: Does one's undergrad school factor into the evaluation -- e.g., is more weight given to an MIT vs. a branch campus of a state university?
A: This year we enrolled students from 267 different colleges and universities. For a class of 620, I think you can see that we look at all types of institutions. We review each transcript carefully for both courses taken and institutional reputation, and that has resulted in this broad range of institutions being represented. Do well at whatever you choose -- that's most important.

Q: Will it be more difficult this year for international students to gain admission, because, say, of visa issues, international instability, or other factors?
A: Actually, at Kellogg last year we had far fewer problems than we anticipated with the visa process. We followed our usual admissions process in the selection of international students, and we will again this year. In some cases we sent letters to consulates, but overall there were few problems.

Q: What advice can you offer a student who is interested in going directly into B-school upon completion of an undergraduate degree?
A: Great question. At Kellogg, 99.7% of our students have full-time work experience. Those candidates without full-time experience tend to be in joint-degree programs such as the MD/MBA. At Kellogg, it's a team-oriented learning process, and we find that maturity and experiences are very helpful in this. It's rare that college seniors have the personal and professional maturity to get maximum benefit from this type of program.

Q: When and how often does Kellogg expect to release admissions decisions?
A: We will begin releasing decisions in early December, probably, three times a week between 3 p.m. and 5 p.m. Central Standard Time. We prefer to allow students to have the decision once it's rendered rather than make them wait. The timing of the decision doesn't reflect the desirability -- or lack of desirability -- of the candidate. Most decisions are rendered in the order that applications are received.

Q: What's your attitude toward people with work experience only from military service and internships?
A: Students who have been in the military have had great opportunities for leadership. In most cases, they have managed people as well as millions of dollars worth of equipment or substantial budgets. We admit very few people who possess internship experience only. We believe the quality of experience and the level of involvement in an internship differ from the levels in a full-time position.

Q: Do you anticipate that the No. 1 ranking (in BusinessWeek's latest survey) will affect the demographics of the student body over the next few years? Generally speaking, does Kellogg wish to alter its demographics in any way?
A: To take the second part first, at Kellogg we're constantly seeking to bring in a talented and broadly diverse student body. And therefore, we seek to increase the pools of those less represented here currently, because we find that there are typically the same percentage of highly qualified and talented individuals in each pool.

We're certainly pleased with our ranking this year, but we've been here before, and the data shows that the overall quality of applicants has increased each year -- with or without the top ranking -- as more people come to know the quality of Kellogg's academic program. As that has happened, we've seen consistent improvement in both the quantity and quality of applicants. We're very proud of the ranking, but we're prouder of the fact that we're always amongst the handful of top-rated business schools in the world.

Q: What are some of the cliches that you don't want to see in applications (e.g. I want to go to Kellogg because it is ranked No. 1 by BW)?
A: That's great! Believe me, we will see that one! Cliches in and of themselves are not necessarily bad, because sometimes it's really what the person thinks. We will look further into the application to determine whether that cliche does make sense -- although for the sake of the readers, your own thoughts in your own words are highly preferable.

Q: What type of feedback are you looking for from alumni interviews? Do alumni screen out a significant portion of the pool due to "fit?"
A: Good question. Our alumni go through a training process prior to graduation. They are critical to our interview effort, and their comments are respected. The alumni provide the same type of feedback that's provided from on-campus interviewers, and the admissions rate has been within two percentage points for on-campus and off-campus interviews, so it isn't a disadvantage.

We really appreciate the job our alumni interviewers do. Interviewers are assessing intellectual ability, work experience, leadership potential, and personal attributes such as motivation and integrity. "Fit" -- that's a key component of the selection process, and interviews help us to assess it.

Q: If an applicant lacks the resources to head to Evanston for an interview, will he or she be interviewed by telephone?
A: We have about 1,200 alumni interviewers around the world, but if an alumni interviewer is not available, then we will conduct interviews by telephone.

Q: Do you predict about 30% women in the class again this year? Why are women's percentages low across all top schools, and what initiatives do you have in place to increase this percentage?
A: Actually, at 30%, most business schools have more women than you would find at the middle-manager level in the workforce. So I see business school as using a "push" strategy because we're ahead of businesses and corporations in this area. We have targeted outreach to women, as we do for African Americans and Hispanic Americans.

Kellogg is a partner with the Forte Foundation, which seeks to increase the number of women in business. We have hosted a program to encourage and develop females in corporate governance through our Women's Center here at Kellogg -- the Executive Women's Center. Also, we're hosting the C200 Conference for women in business on Nov. 22.

Q: What differentiates Kellogg from other top-tier business schools?
A: Kellogg is unique because it balances intellectual rigor with team leadership and continuous innovation to create an ideal learning process. We have outstanding faculty in finance, marketing, and accounting, as well as in the other disciplines. Our faculty focus on research and teaching. Our students rate them highly on accessibility as well as quality of teaching -- in fact, almost half have won a teaching award in addition to publishing and doing research.

We focus on team leadership for our students, market leadership for our corporate partners, and thought leadership for the business community. What's most surprising about Kellogg is that we have strength across a broad base of disciplines. And finally, Kellogg's focus on continuous innovation ensures that we stay on the cutting edge of the academic process, both in the classroom and outside of the classroom.

chipmunk · 发表于 2003-8-5 04:07:00

January 2, 2002, a conversation with Rod Garcia, director of masters' admissions at MIT's Sloan School of Management. Business Week

Q: How have Sloan admissions changed since we last spoke, exactly two years ago to the day?
A: A lot has changed. This year we're using a new online application vendor. And interviews have become a larger component of the admissions process.

Q: Indeed, every person who is now admitted to the Sloan School has interviewed.
A: Exactly. This is the third year that we're interviewing all admitted candidates.

Q: The Sloan essay questions changed recently, too.
A: We've used the same essay questions for years, and we thought of changing the topics, and asking applicants to choose two out of four questions, rather than two out of three as in the past. We don't know what the results are going to be, because I haven't started reading applications.

The old questions, I think, put people who had less experience at a disadvantage, because we asked them to talk about their professional accomplishments. We added a question that draws on their personal experiences.

Q: Does that mean that Sloan is seeking younger MBA hopefuls with less work experience?
A: It isn't a strategic move to recruit younger people. We always welcome their applications. But some younger people are discouraged by (our students') average age and GMAT averages. The age range is 22 to 40-something. Our hope is that by changing the essay questions, we may encourage more people to apply.

Q: MIT has a reputation as a school for the technically-inclined, so it's easy for MBA aspirants to make assume that Sloan MBAs have a serious grounding in technology. What's an accurate image of your MBAs?
A: Our students are smart, friendly, hard working, creative, and innovative. They're also caring people, and that's what a lot of outsiders don't know about us. When they come to campus, their image of Sloan will change. That's why we always encourage people to visit. You can't learn all about Sloan by reading brochures.

Our students come from consulting, investment banking, and management. I don't think they're any different from the applicants at other schools.

Q: Is the school aiming to recruit students from different backgrounds?
A: We're always looking for diversity, but you always work with what you have in your application pool. Ideally, you want students who can do the academics, who will thrive here, will enjoy being here for two years, and will be successful when they leave. That's what we want.

Q: Sloan accepted 18% of its 3,000 applicants in 2001. Of those, 70% enrolled in the program. Where do the 30% go who don't enroll in the Sloan School?
A: The usual suspects: Harvard, Stanford, and to some extent, Wharton. Those are where we lose most of the people who don't come here.

Q: That reminds me of something you said two years ago, when you mentioned that Sloan prefers applicants from Ivy League schools.
A: Ooh, did I say that?

Q: I asked if you did, and you said "Yes, but there are un-Ivy League schools that have a reputation for being tough on grades..." What attributes do those tougher schools have that make their graduates more compelling?
A: I certainly didn't want to give the idea that we only savor people from the Ivy Leagues. We're looking for students who can do the job here, students with the potential, the intellectual and academic preparation. We'd like to have students who have good backgrounds, good training, from good schools. But also people who come from tough schools, and people with tough majors. Those are the good indicators of how they will perform here.

Q: Can you give me an idea of some tough schools and tough majors?
A: I would prefer not to, but I'd be happy to take those questions from prospective applicants individually, who ask about their undergraduate institution. We can entertain those questions by e-mail or phone.

Q: Does MIT know which schools are considered "tough" graders abroad, too?
A: We do. Fortunately for us, we get the top students from a lot of the schools abroad.

Q: Try this example: A student applies who comes from a decent school, with a strong GPA, but they're pretty sure that when you look at the school you'll say, 'University of XYZ?' What can they do to make their academic background, more compelling, and look more rigorous?
A: First, we look at grades. You need to see how they perform in school, and if they went to a school that was never heard of, naturally, you would expect that person to be the top student, or one of the top students. Then you want a confirmation of that, so you look at the GMAT score to see if the grades are valid. When you have those two things, you'll interview them, and see if they turn out to be what you think they are.

Q: Who are the applicants that jump off the page?
A: You really have to distinguish yourself from the others. Last year, I came across a person who was a medical doctor, and the thing that impressed me about him was that on the side he was also a writer. He has published novels, bestsellers in his country. This applicant really jumped out. You knew that you were dealing with a winner. I was excited to meet him for the interview, but unfortunately I wasn't as impressed: He was quiet. One other person wrote in his essays that he has seen all of Tom Cruise's movies, but during the interview someone asked him to name two or three movies. He couldn't even name two. Then on the other hand, you'll meet people who aren't strong on paper, but are impressive in person.

Q: In past interviews with BusinessWeek Online, you've also mentioned that your office immediately identifies the bottom 20% of the application pool, sets it aside, and then concentrates on reviewing the top candidates. How do you identify the bottom 20%?
A: We're not doing that anymore. This year, we've adopted a competency model. Essentially, we've identified 11 competencies that we want in our students. These were defined as a result of interviewing successful alumni of the Sloan School. So for the first time, when we read an application, we specifically look for those competencies. Some we can evaluate in the application, some we'll watch for during the interview. We'll refine these, and next year we might develop more competencies, or we could subtract.

So it's not just grades, GMAT scores, and work success, but other things that we look for. And no one will be eliminated outright based on their GMAT (score), GPA, or work experience.

We were already doing some of these things before, but now we're not identifying and eliminating the bottom percentage of the applicant pool. We're using these competencies to find people who may not even meet the thresholds we used to use. If they are good applicants, then we might advocate for them, assuming that they have things to offer other than their grades.

Q: What are the 11 attributes?
A: We're just starting this review process, and it's still a learning process for us. Perhaps next year we will be more comfortable talking about it.

Q: Why did the school decide to make the change to a competency model?
A: Because we wanted a better student body. I think we've done a good job. We just want to do a better job.

Q: Of course, some of the traditional indicators still count, the GMAT, for instance. What GMAT score should applicants aim to meet before applying? The mid-80% range of scores, which excludes outlier scores, at Sloan is 670-720.
A: The full range is 590-800 this year. It's a very wide range. The median clusters in the 710 range.

Q: When will a GMAT score raise the red flag?
A: That's hard to say. Someone could have a 590 GMAT, but may have a 3.9 or 4.0 GPA from a good school, and that's clearly a case where you shouldn't eliminate the person. If there is a consistency, if the GMAT score is low, the GPA is low, and if this person's experience is mediocre, not outstanding, then everything that you see doesn't work in that person's favor. So, it's hard to say what is a good GMAT score, because you can't admit someone with a 740 GMAT, but a miserable GPA, who hasn't done anything professionally.

Q: That's said, there are more components to the GMAT than the overall score. An applicant could have an outstanding quantitative score, and low verbal score. How does Sloan evaluate that balance?
A: It depends on where the applicant is from. If you're dealing with a U.S. applicant with a low verbal score, and a high quant score, you could disregard the verbal score, since you know it isn't an accurate indicator of the person's ability to speak English. If you're dealing with an international student, that's a different story.

Q: Sloan doesn't require applicants from abroad to complete the Test if English as a Foreign Language (TOEFL), so how can you gauge one's English?
A: This is where interviews come in.

Q: Applicants must have two people, preferably professional or academic colleagues, complete recommendation letters for them. What's a great recommendation, and which ones raise red flags?
A: Good recommendations are the ones that praise the applicant, and where the recommender knows the recommendee very well. What recommendations raise red flags? Short recommendations, and recommendations that don't give us a lot of insight into the candidate. You can tell whether a writer is enthusiastic about a candidate or not. It's not unusual for us to see recommendations from people who don't even know the recommendee.

Q: Sloan also asks the references for their phone numbers. Do you ever call them?
A: Yes, we do, for clarification. There are times, for example, when a recommender would say something, and we don't know what it means, and we would call.

Q: So, have you caught people, when you place a call, who never wrote the recommendation?
A: Yeah, we have.

Q: That's an automatic trip to the ding pile?
A: Exactly. I confronted an applicant in one case. This applicant came back to me a few weeks later, while I was traveling, saying that he had 'another recommendation, and can I consider him.' Of course not!

Q: Can it help an applicant if their recommender is an alumnus of the Sloan school?
A: I think it's helpful. I don't know if it will clinch the decision. We hope that the recommenders know what the recommendees will go through when they're here.

Q: What makes a good interview at Sloan? Are you looking for certain characteristics this year that may be different from last year?
A: Really good interaction between the interviewer and the applicant. It's not just exchange of pleasantries, but good exchange of info on both sides. The best ones are spontaneous interviews. Sometimes, people are overly prepared, and you really didn't get to know the person: Every statement was rehearsed. The best interview is when then person is prepared, but spontaneous and open. Those are the ones I remember the most.

Q: The essays carry certain weight at Sloan, and you mentioned before that applicants now choose two of four questions to answer. What are some essay dos and don'ts?
A: Applicants shouldn't really count the number of words, as long as they don't exceed (the stated limit) too much, you know, by 30 words. By the way, that's not the case for the resume, which is one page -- you have to stick to the one-page resume.

Back to essays -- it's very important to proof your work. Make sure that the essays are passionate, that they convey ideas passionately, and are not just generic. Don't just answer the questions, but convey an important message, and convince us that Sloan is the right place for you and where you want to be.

Q: Of course, Sloan is very international, and one of your questions gets to that point. It says, 'There are 60 countries represented in the program. What can you add to the class?' It would seem to me that it would be important for applicants to note if they have international experience.
A: People can answer that in a way that they're comfortable. We won't necessarily reward a person for time abroad. And we won't punish people who don't have it. But if they've had experience abroad -- let's say an American applicant worked overseas -- I'm sure the essays will sound different, because they would have learned something from having been overseas, and they will incorporate these things in their applications.

Q: Does Sloan suggest that applicants write balanced essays, mentioning their personal values and experiences, and their professional ones?
A: There should be a balance. Sometimes people concentrate so much on the professional stuff that they fail to talk about personal stuff, and usually the personal stuff is what may make a difference in the decision.

Q: About 35% of the Sloan class is from abroad, are you hoping to recruit more MBAs from different countries this year? Are there regions you're focusing on?
A: There are always regions where we would like to have more representation: Central and Eastern Europe, Scandinavia, Africa, and the Middle East are areas where we'd like to get more students.

Q: Sloan offers MBAs two application deadlines, one in mid-November, and another in mid-February. When is the best time to submit an application?
A: We always recommend early, the first deadline. When we're just starting to read applications, we tend to be aggressive. We don't know what the class looks like yet. So in the first round, we're filling the class. The reason it gets competitive in the second round is because we know what the applicant pool looks like, and how the class is starting to take shape. You're just looking to round out the class in this round.

On the other hand, the second round might work to the advantage of other people, because once you fill the class with a core, then you can be very aggressive, and take the outliers, the nontraditional applicants. The bottom line is that if you're a good candidate, you'll be admitted no matter the round. If you're a weak candidate, it doesn't matter what round you apply.

Q: Sloan's Web site notes that in the interest of efficiency and confidentiality, the school won't deliver decisions by a phone or fax. How do you deliver an application decision?
A: By first class mail.

Q: It seems that re-applicants at Sloan fare well: 5% of last year's applicants reapplied, and of those nearly 50% were accepted. Does Sloan encourage people who were denied, or wait-listed, to reapply?
A: I think we do, but also that number needs to be explained. Keep in mind that a majority of the re-applicants were people who were wait-listed. It happens in every school. It doesn't mean that the school is re-applicant friendly.

Q: What do those people do to bolster their application the next year?
A: We don't give suggestions, but I think the applicants get wiser, after submitting eight or 10 applications the previous year.

Q: What's the best advice for someone placed on Sloan's wait list?
A: Timing is everything. They can call today, and if we don't need someone, we won't open up the wait-list. But there are times when if they call, we need people. Timing is really everything.

The right strategy is to not panic. Don't pick up the phone and call (the admissions office) immediately. You should wait. Write a letter, and reiterate that you're interested in the school, and why you should be admitted to the program. I wouldn't be aggressive early, probably later in the summer, in June or July.

You've got to remind us that you're still interested, because when we need people, the names that come up are the ones who sent us an e-mail, and called us.

Q: Rod, you also handle admissions for the Leaders for Manufacturing Program. Can you explain the difference between someone who is perfect for the Leaders for Manufacturing Program, and someone who is better suited for an MBA?
A: The obvious difference between the LMP and MBAs is that the majority of LMPs come from a manufacturing background, and they want to go back to manufacturing when they leave Sloan.

There are two hurdles for LMP applicants. First, they have to go through the Sloan admissions process. Then they go through the LMP Committee. That's a different committee comprised of people from engineering. For the LMP applicants, we'll look at grades, test scores, and experience. The engineering side of MIT puts a high value on academics.

Q: The last time we spoke, you had some advice for readers: "Always check the date of the [interview] transcripts or books where I'm quoted. Some things I'm saying now may no longer be relevant in a year, or maybe even in six months!" Any other words of wisdom?
A: That advice remains the same.

wangyu73cn · 发表于 2004-11-30 18:52:00

chipmunk的帖子都是大篇幅的，顶一下。谢谢他。

eSpirit · 发表于 2004-11-30 19:01:00

谢谢！！！

vickiyan · 发表于 2005-11-8 02:01:00

ding!

B-SCHOOL ADMISSIONS Q&A - Harvard

B-SCHOOL ADMISSIONS Q&A - Harvard

B-SCHOOL ADMISSIONS Q&A - Stanford

B-SCHOOL ADMISSIONS Q&A - Wharton

B-SCHOOL ADMISSIONS Q&A - Kellogg

B-SCHOOL ADMISSIONS Q&A - Sloan

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