by Carlotta Mast

<-- Previous page

Page 1 | 2 | 3

Altered their recruiting calendars and events

• George Washington University held a “just in time” recruiting fair three weeks before graduation to attract small and midsize businesses to campus and to help more second-year students land a job before leaving school.
• The Fisher College of Business at Ohio State University replaced its large career fairs with more intimate and focused recruiting events that allow companies to assemble the “best fit” MBA candidates without having to sort through the crowds at a general job fair.

Used technology

• The McDonough School and a consortium of 18 other business schools participated in a virtual career fair run by MonsterTrak.
• Working with a company called MBA-Exchange, Fuqua and the Johnson School partnered with 10 international schools to hold an online career fair.
• Rotterdam and 12 other business schools from Europe developed a six-month online recruitment event called MBA CareerForum@Europe.
• The Simon School invested in videoconferencing technology so students can do face-to-face interviews even when recruiters cannot make it to campus.
• University of Notre Dame’s Mendoza College of Business developed a search technology that enables students to scour the Web and proprietary databases to identify small- and medium-sized growth companies in specific metropolitan markets.

Increased networking opportunities with alumni

• The Kellogg Graduate School of Management at Northwestern University launched the Executive in Residence program, which brings senior alumni to campus during the spring to conduct career coaching sessions with students still looking for jobs.
• The McDonough School hired a Harvard Business School graduate with 30 years’ business experience to assist in advising students and preparing them for the career search process.
• The Broad School created the Broad Career Coach Program, which matches alumni with students and includes a faculty research component for determining whether and how such programs benefit students.
• George Washington University added wine-tasting and other alumni-student networking soirées to its recruitment calendar.

Focused on internships

• London Business School switched the order in which courses are taught to better prepare students for internships.
• In an attempt to better prepare students for finding the perfect internship, the Tuck School of Business at Dartmouth College now requires first-year students to compose their first MBA résumés during orientation week in September.
• The Edwin L. Cox School of Business at Southern Methodist University created the Summer Scholars program, which paid 23 students a U.S. $2,500 stipend to take unpaid internships at companies that did not have the budgets to hire MBA talent for the summer.

Reorganized career services staff

• Fuqua reorganized the responsibilities of career counselors along functional/industry lines.
• The Kelley School divided its eight full-time staff members, who once had overlapping roles, into teams that focus solely on career coaching or company outreach.

Partnered with other school departments

• The director of the business career center at the University of Illinois at Chicago partnered with the business college’s development office in soliciting companies and firms for internships and jobs. The director also worked with the college’s Family Business Council and other business centers to approach business leaders in the community for internship and job opportunities.

Partnered with students

• Tuck’s career services office partnered with the school’s student-run Biotech/Healthcare Club to create the Student Ambassador Program, which seeks to forge stronger ties with firms that are of interest to students.
• HEC called on students to help generate ideas for recruiter outreach and to assist with company mailings and with welcoming recruiters to campus.

<-- Previous page

Page 1 | 2 | 3