corporaterecruiters2010sr

8/8/2019 CorporateRecruiters2010SR

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2010 Graduate Management Admission Council. All rights reserved.Corporate reCruiters survey 2010

CorporateRecruiters Surveysurvey report


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t h e G M a C s u r v e y s e r i e s

The Copoate recuite suvey is a

product of the Graduate Management Admission

Council (GMAC), a global nonprofit education

organization of leading graduate business schools

and the owner of the Graduate Management

Admission Test (GMAT). The GMAT exam is an

important part of the admissions process for more

than 4,800 graduate management programs

around the world. GMAC is dedicated to creating

access to and disseminating information about

graduate management education; these schoolsand others rely on the Council as the premier

provider of reliable data about the graduate

management education industry. GMAC

partnered with the European Foundation for

Management Development (EFMD) and MBA

Career Services Council (MBA CSC) to develop

questions for the survey and to increase business

school participation worldwide.

EFMD is an international membership

organization based in Brussels, Belgium.

With more than 650 member organizations

from academia, business, public service, and

consultancy in 75 countries, EFMD provides

a unique forum for information, research,

networking, and debate on innovation and

best practices in management development.

EFMD is recognized globally as an accreditation

body of quality in management education and

has established accreditation services forbusiness schools and business school programs,

corporate universities, and technology-enhanced

learning programs.

The MBA CSC is an international professional

association representing individuals in the

field of MBA career services and recruiting.

The MBA CSC provides a forum for the exchange

of ideas and information and addresses issues

unique to the needs of MBA career services

and recruiting professionals. It also provides

professional development and networking

opportunities for its members and develops

and promotes the Standards for Reporting MBA

Employment Statistics.


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C o n t e n t s


2 i n t r o d u C t i o n

2 Key Findings

3 Methodology

4 r o a d t o s u s t a i n e d r e C o v e r y

5 Impact o Recession on Companies

7 Impact o Recession on Business Schools

8 J o B o p p o r t u n i t i e s i n 2 0 10

10 Job Areas and Position Levels

12 Compensation

14 M B a M a n a G e r i a L C o M p e t e n C i e s

18 o B t a i n i n G Gra d u a t e M a na G e M e n t t a L e nt

18 On-Campus Recruitment

21 Working With Business School Career Management Ofce

22 C o M i n G u p ne X t

23 C o nC L u d i n G no t e

23 How to Participate in the Survey

23 Contact Inormation23 Authorship

24 Acknowledgements

C o n t e n t s


4/282 2010 Graduate Management Admission Council. All rights reserved. Corporate reCruiters survey 2010

Jo B o ppo r t u n i t i e s i n 2010i n t r o d u C t i o n

2 2010 Graduate Management Admission Council. All rights reserved.

he Graduate Management Admission Council (GMAC) is pleased to bring you

the results rom the 2010 Corporate Recruiters Survey. Conducted annually since

2002, this survey examines the job market or graduate business students as well as

employer needs and expectations. GMAC once again partnered with the European Foundation or

Management Development (EFMD) and the MBA Career Services Council (MBA CSC) in designing

the survey and in soliciting survey partnerships.

The objectives o this annual study are to obtain a picture o the current employment landscape,

gauge the demand or masters-level business graduates, better understand employer needs,

and provide insight into hiring practices. The survey examines hiring trends or graduates rom

MBA, Master in Management, and specialized masters programs (such as masters in accounting,business inormation technology, nance, and nancial engineering).

Responses to this ninth annual survey o graduate business student employers were collected

rom mid-February to mid-March 2010. Data refect the responses o 2,367 participants

representing 1,960 companies in 57 countries worldwide; 129 o the global Fortune 500

companies participated. Respondents in the United States represent rms in 43 states and the

District o Columbia and include 171 o the US Fortune 500 companies. This broad representation

o the employer spectrum was possible due to the 168 business schools in 37 countries worldwide

that acilitated the survey administration.

Key Findings

he global economy is slowly recovering

ater two-and-a-hal years o one o the

worst economic crises since the Great

Depression, with signicant cuts in production and

payrolls, slowed international trade, and the loss omillions o jobs. A little more than one year ago,

the economy seemed on the verge o a second

Great Depression, testied imothy Geithner,

US Secretary o the reasury.1 Although the worst

o the global crisis appears to be behind us, the rise

o consumer condence 2 has not yet matched that

o consumer spending. Similarly, the optimism o

survey respondents, most o whom expected that

their businesses would improve in 2010, has not

translated into the immediate recovery o all lost jobs.

Nevertheless, according to the survey data, the 2010

job market or business school graduates has improved

compared with last year.

1US Department o the reasury (2010, March 16). Joint stat ement o imothy F. Geithner, Peter R. Orszag, and Christina D. Romer beore the Committee on

the Appropriations, US House o Representatives (tg-589). Retrieved on April 10, 2010 rom http://www.treas.gov/press/releases/tg589.htm2Te Conerence Board (2010). Consumer confdence survey. Press Release (March 30, 2010). Retrieved on April 10, 2010 rom http://www.conerence-board.org/

economics/ConsumerCondence.cm


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Survey fndings also showed the ollowing:

Te2010joboutlookoverallwasexpectedtobe

slightlybetterthanthe2009outlookforalltypesof

candidates,especiallyforrecentspecializedmastersinbusinessgraduatesandMBAgraduates.

Manycompaniesaretakingproactivemeasures

60percentofparticipatingcompanies,upfrom

48percentin2009,plantoexpandtheircustomer

basein2010.

While2009wasadicultyearforMBAgraduates

jobsearches,theMBAclassof2010canexpectto

seeasomewhatimprovedjobmarket.Slightlymore

companiesplantohire(5%more),andnodrastic

reductionsareexpectedinthenumberofvacancies

(downby10%).Incomparison,inearly2009,

companiesplannedtoreducethenumberofavailablepositionsbyhalf(downby50%).

Overall,two-thirdsofparticipatingcompanies(66%)

andthemajorityofhealthcareandpharmaceutical

(80%)andconsulting(73%)rmsplannedtohire

MBAgraduatesformid-levelpositionsandslightly

morethanhalf(52%)plannedtooerentry-leveljobs.

Whileon-campusrecruitmentappearedtobea

preferredstrategyforobtaininggraduatemanagement

talentforlargecompanies(87%)andforcompanies

recruitingathighlyselectiveschools(79%),the

averagenumberofschoolsvisitedin2009(8.0)is

signicantlylowerthantheaveragenumbervisited

prerecessionin2007(12.6).

SatisfactionwithMBAemployeesandtheskills

theybringtothecompanyremainhigh.Almostall

employers(99%)reportsatisfactionwiththeirMBA

employees,including76percentwhoareveryor

extremelysatised.Tevastmajorityofemployers

(82%ormore)reportthatemployeeswithanMBA

degreedemonstratehigherormuchhigherabilitiesin

managing strategy and innovation, strategic and

systemskills,andknowledgeofgeneralbusiness

functionscomparedwithotheremployeesatthesamejoblevel.

i n t r o d u C t i o n

Methodology3

Todevelopthesurveyframe,allGMAC,

EFMD,andMBACSCmemberschools,plus

severalnonmemberinstitutionsrepresenting

a cross section o the graduate management industry

worldwide,wereinvitedeithertoprovideGMAC

withcontactinformationforemployerswhoworked

withtheircareerservicesoceslastyeartorecruit

MBAsorothergraduatebusinessstudents4 or to invite

employersdirectlytoparticipateinthesurvey.One

hundredsixty-eightbusinessschoolsin37countries

chosetofacilitatethesurveyadministration.Tejoint

eortofparticipatingschoolscontributedtoauniverse

ofnearly23,000invitedemployers,ofwhich2,367

(10%)completedtheonlinequestionnaire.TesurveywasavailableinbothEnglishandSpanish.Tereader

shouldnotethattermsrespondent,employer,and

companyareusedinterchangeablyinthisreport

andrefertothesurveyrespondents.Onaverage,

1.2respondentspercompanyreportedtothesurvey.

Tendingsreportedherearebasedonresponses

ofemployerswhoworkwithparticipatingbusiness

schools;5thus,allconclusionsshouldbegeneralizedonly

tothispopulationofemployers,ofwhichrespondents

arerepresentativeintermsofindustry,companysize,

andgeographiclocation.Tisstudy,however,doesnot

representacensusofallemployersofgraduatebusinessstudentsworldwide,norisitnecessarilyarepresentative

sampleofsuchemployers.

Overall, two-thirds of participating

companies planned to hire MBA graduates

for mid-level positions and slightly more

than half planned to offer entry-level jobs.

3Adetailedmethodologyofthissurveyresearchstudy,includingtheparticipantprole,isavailableinthe2010 Corporate Recruiters Survey General Data Reportat gmac.com/

corporaterecruiters.4Specialcarewastakenwithemployercontactinformationtoensurecondentialitythroughouttheproject.Contactinformationwasseparatedfromthesurveyresponsesand

encryptedusingspecializedsoftware.Aftercompletionoftheproject,allcontactinformationfromnonrespondingemployerswasdeletedfromGMACsystems.GMAC

doesnotshareindividual-levelrespondentinformationwithanyotherinstitutions,companies,orindividuals.5Acompletelistofparticipatingbusinessschoolscanbefoundatgmac.com/corporaterecruiters.


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R o a d t o S u S t a i n e d R e c o v e Ry

4 2010 Graduate Management Admission Council. All rights reserved. coRpoRate RecRuiteRS SuRvey 2010

After one of the deepest global

downturns, the world economy is

on an upward trajectory, on pace

toward recovery. Te restoration of global

growth will lay a foundation for a better

2010 job outlook and opportunities for

MBAs and other graduate business students(Figure 1). According to the International

Monetary Fund (IMF), the overall recovery

is stronger than initially anticipated, driven

primarily by increased internal demand and

economic activity in many emerging and

developing countries.6

When participating employers were

asked to evaluate the impact of the global

recession on their companies in 2009, nearly

two-thirds (65%) stated it was negative.

Nevertheless, the majority of respondents

(76%) expected that their company business

would improve in 2010 (Figure 2).

Fgr 2.Expected Change in Companies Business in 2010

6 International Monetary Fund. (2010). World economic outlook updateA policy-driven, multispeed recovery. Washington, DC: Author. Retrieved April 10, 2010 rom http://www.im.org/external/pubs/t/

weo/2010/update/01/index.htm#fg2

Fgr 1.

World OutputAnnual Percentage Change in the Real GDP

-4%

-2%

0%

2%

4%

6%

8%

10%

2006 2007 2008 2009 2010* 2011*

* 2010 and 2011 are projected values.

Source: Data for 2006 through 2009 from World economic outlook: Sustaining the Recovery, October 2009,

International Monetary Fund, Washington, DC. Data for 2010 and 2011 from: World economic outlook

update, January 26, 2010.

Percentage

change

World output Advanced economies

Emerging and developing economies

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

EU USCanada Latin America Asia Pacific Overall

Will improve in 2010 No change Will worsen in 2010

64%

31%

5%

73%

24%

3%

77%

18%

6%

79%

14%

7%

95%

3% 3 %

76%

18%

5%

Percentage

ofrespond

ents


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r o a d t o s u s t a i n e d r e C o v e r y


As nancial conditions around the world

diered by geographic location beore and

during the recession, so too did expectations

or economic improvements this year.

For example, 69 percent o companies in

the European Union reported that the

recession had a negative impact on theirbusiness;consequently,only64percent

proportionally ewer than in other world

regionsexpectedeconomicimprovement

in 2010 (Figure 2). On the other hand, or

hal o the respondents rom the Asia-Pacic

region (51%), the economic crisis in 2009

had either no eect or had a positive impact

on their businesses. As a result, 95 percent

o employers in that region expected their

businesses to improve (67%) or improve

signicantly (28%) in 2010.

Impact o Recession on Companies

Survey data refected a postrecession

shit in overall company goals. More

companies were planning to grow

and diversiy their businesses (Figure 3).

Improving perormance and productivityin 2010 remained the number one

organizational goal or the majority o rms

across industries and geographic locations;

overcoming economic challenges and

reducing costs were lower priorities than

the year beore.

For hal o the respondents romthe Asia-Pacic region (51%),

the economic crisis in 2009 had

either no eect or had a positive

impact on their businesses.

Fg 3.Overall Company Organizational Goals, 2009 and 2010

0% 10% 20% 30% 40% 50% 60% 70% 80%

Expand customer base

Reduce costs

Overcome economic challenges

Improve customer service

Expand geographically

Diversify the organization

Complete or integrate a merger

Other goals

Improve performance or productivity

2010 2009

7%

6%

15%

15%

32%

23%

30%

25%

46%

41%

60%

48%

49%58%

57%

66%

76%

71%

Percentage of Respondents


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6 2010 Graduate Management Admission Council. All rights reserved. Corporate reCruiters survey 2010

On average, a company

planning or growth sought to

hire 11 MBA graduates in 2010

while a conservative company

planned to hire nine MBA

graduates, and a recovering

company ve MBA graduates.

Cluster analysis using a k-means

algorithm grouped companies into three

distinct categories, based on their combined

20092010 organizational goals:

1. Planning or growth companies

that planned or market expansion

and diversication (34%)2. Conservative businesses that have

resources but choose not to pursue

aggressive goals (33%)

3. Recovering companies that are

still dealing with the consequences

o the recession and trying to stay

afoat (33%)

By industry, more than hal o energy

and utilities rms (56%) and nearly hal

o manuacturing companies (48%) were

recovering, whereas hal o consulting rms

(50%) and 43 percent o government and

nonprot organizations took a conservative

goal approach. O companies planning or

growth, proportionally more were in health

care and pharmaceutical (38%), products

and services (38%), and high technology

(37%) than in other sectors.

As would be expected, the direction ooverall organizational goals had a direct

impact on companies hiring plans.

Companies planning or growth were

more likely to hire all types o candidates,

including recent business school graduates

(Figure 4). In addition, these companies

were seeking to ll more positions. For

example, on average, a company planning

or growth sought to hire 11 MBA graduates

in 2010 while a conservative company

planned to hire nine MBA graduates, and a

recovering company ve MBA graduates.

Fg 4.Propensity to Hire Recent Business School Graduates, by Company Goalsa

0%

10%

20%

30%

40%

50%

60%

MBA graduates Other specializedmasters in business

graduates

Master inManagement

graduates

Planning for growth Conservative Recovering

59%

52%54%

50%

39%

44%

27%

21% 21%

a. Based on k-means cluster analysis.

Percentage

ofrespondents


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Impact o Recession onBusiness Schools

he economic crisis has aected

business schools in multiple ways,

rom an infux o applicants and

a rise in ull-time program enrollments tocurriculum changes refecting analysis and

response to the recession, the emergence

o disciplines such as social corporate

responsibility and sustainability, and

unriendly publicity painting business

schools as breweries o economic troubles.

o address the increased demand or

graduate business education observed

during economic recessions, business

schools typically opt either to become

more selective or to increase the number

o places in the class. According to GMACApplication rends Survey data, ull-time

MBA programs planned to increase their

incoming class size by 10 percent more

seats in 2009 compared with 2008, a ar

greater increase than the 3.5 percent seen

just three years prior (Figure 5). Larger

class size and a down economy together

with high unemployment generally mean

that more graduates will compete or ewer

available positions.According to respondents comments,

graduates who are looking to switch careers,

receive better compensation, or get a job

in a oreign country are likely to ace more

challenges than in the past. In addition, the

job competition among graduates may be

erce in the traditional sectors o nance

and consulting that were hit hardest by the

recession. Moreover, international students

seeking jobs should take into consideration

the impact o government stimulus

spending and related policies on the job

market, including visa restrictions.

Fg 5.

Change in Average Full-Time MBA Program Incoming Class Size, 2006 to 2009

0%

2%

4%

6%

8%

10%

12%

2006 2007 2008 2009

3.5%

4.8%

5.8%

10.0%

Percentage

cha

nge

Source: GMAC Application Trends Survey, 2006 to 2009.

According to respondentscomments, graduates who

are looking to switch careers,

receive better compensation,

or get a job in a oreign

country are likely to ace more

challenges than in the past.



Jo B o ppo r t u n i t i e s i n 2010

According to the US Bureau o Labor

Statistics, the college class o 2010

can be a little more hopeul about

the job market.7 Corporate Recruiters

Survey data that examined the 2009 job

market and the expected 2010 job market

or business school graduates conrmed thatthe job outlook this year should improve

compared with last year.

Te job market in 2009 was very

challenging or MBA graduates. As shown

in Figures 6 and 7, ewer companies hired

(50% in 2009, down rom 59% in 2008),

and ewer vacancies were available (down

by 23% compared with 2008). Market

demand or newly graduated MBAs is

expectedtoremainstablein2010more

companies plan to hire (55%), and no

drastic reductions are expected in the

number o vacancies (down by 10%). In

early 2009, by comparison, companies

planned to reduce the number o available

positions by hal (down by 50%).

For recent graduates rom specialized

masters in business programs, the 2009

demand appeared to decrease only slightly

compared with 2008, as ewer companies

hired in 2009 (37%) than did in 2008(41%; Figure 6). Companies that were

hiring, however, especially large rms,

lled nearly three times more vacancies

in 2009 than they did a year beore

(Figure 7). Te 2010 demand or specialized

masters graduates will remain strong. More

companies plan to hire (7% more) with an

expected slight reduction in the new-hire

head count per company (down by 9%).

Although Master in Management

graduates are typically the least sought

by participating employers compared

with other masters-level business school

graduates, more companies reported plans

The 2010 demand or specialized

masters graduates will remain

strong. More companies plan to hire

(7% more) with an expected slight

reduction in the new-hire head count

per company (down by 9%).

Fg 6.Companies That Hired and Planned to Hire

New Employees 2008 to 2010, by Candidate Type

0% 10% 20% 30% 40% 50% 60% 70%

Bachelors

MBA

Specialized masters

Nonbusiness masters

Master in Management

Did not hire

Experienced hires

2010 (expected) 2009 (actual) 2008 (actual)

58%

64%

64%

56%58%

65%

50%

55%

59%

37%

44%

41%

31%

35%

34%

18%

22%

19%

13%

8%

5%

7 US Bureau o Labor Statistics (2010). Occupational outlook quarterly online spring 2010, 54(1).Washington,DC:USDepartmentofLabor.RetrievedApril10,2010fromhttp://www.bls.gov/opub/

ooq/2010/spring/grabbag.htm#C


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R o a d t o S u S t a i n e d R e c o v e R y

2010 Graduate Management Admission Council. All rights reserved.coRpoRate RecRuiteRS SuRvey 2010

J o B o p p o R t u n i t i e S i n 2 0 10

to hire such graduates in 2010 (4% more)

than they did in 2009 (Figure 6). Hiring

companies, however, are expected to have

slightly ewer vacancies this year or Master

in Management candidates than they did

in 2009 (down by 13%). Yet, the average

expected number o 2010 vacancies percompany surpassed the actual number o

2008 Master in Management hires by more

than hal (up by 60%; Figure 7).

In addition to the expected strong

correlation between the company size

and the number o hires, the survey data

revealed that the larger the company, the

more likely it is to hire graduate business

students (Figure 8). For example, although

nearly one-third (31%) o respondents rom

small frms (ewer than 100 employees)

planned to hire recent MBA graduates

in 2010, nearly eight in 10 (79%) large

companies (10,000 or more employees)

planned to do so.

Fgr 8.

Companies Hiring Recent Business School Graduates in 2009 (Actual)and 2010 (Expected), by Company Size (Number of Employees)

0%

20%

40%

60%

80%

100%

2009 2010 2009 2010 2009 2010

23%

39%

56%

77%

31%

47%

63%

79%

7%

16% 1

9%

29%

12%

21%

23%

31%

22%

33%

42%

52%

28%

42% 4

7%

60%

Fewer than 100 100 to 999 1,000 to 9,999 10,000 or more

Percentageofrespondents

Recent MBA graduates Recent Master in Management graduates Other specialized masters in business graduates

0

5

10

15

20

25

30

Recent MBAgraduates

Other specializedmasters in business

graduates

Recent Master inManagement

graduates

12.0

9.28.3

9.4

25.8

23.5

4.7

8.67.5

2008 (actual) 2009 (actual) 2010 (expected)

a. Data analysis using averages weighted by company size yielded the same results.

Averagenumberofhiresperhiringcompany

Fgr 7.Average Number of New Graduate Business Hires, 20082010a




Changes in the company hiring mix

suggest a lower level o mobility among

experienced proessionals. In 2008 nearly

hal (47%) o overall hires were experienced

proessionals hired directly rom industry

(Figure 9). In 2009, there was a nearly

10 percent reduction in the proportiono direct-industry hires (38%). A urther

reduction in the proportion o direct-

industry hires is anticipated in 2010 (28%).

Although the proportion o experienced

hires has declined in the company hiring

mix, the proportion o hires with recent

bachelors degrees has been expanding at a

similarpacefrom36percentofnewhires

in 2008 to a projected 41 percent in 2010.

Te proportion o recent MBA (between

8% and 10%) and Master in Management

(1% to 2%) graduates in the company

hiring mix remained stable. An increase was

noted in the share o new hires graduating

fromspecializedmastersprogramsfrom

4 percent in 2008 to 12 percent in 2009

and an expected 15 percent in 2010.

Job Areas and Position Levels

Overall, in 2010, graduating MBAs

had the greatest chances o

nding jobs in marketing or

salesalmosthalfoftherespondents

willhireinthisarea(45%)followedby nancial areas other than investment

banking (42%). wo-thirds o participating

companies (66%) planned to oer recent

MBA graduates mid-level positions, and

slightly more than hal (52%) expected

to hire new MBAs or entry-level jobs.

In terms o job areas and position levels,

demand or MBA graduates varied by

industry (Figure 10). For example, the vast

majority o consulting rms (81%) planned

to hire MBA graduates to work in their

main business, consulting. Te majority ohealth care and pharmaceutical (80%) and

consulting (73%) rms planned to hire

MBA graduates or mid-level positions.

Overall, in 2010, graduating

MBAs had the greatest chances

o nding jobs in marketing or

salesalmost hal o the

respondents will hire in this

area (45%)ollowed by

nancial areas other than

investment banking (42%).

Fg 9.Proportion o New Hires in Company Hiring Mix,

2008 to 2009 (Actual) and 2010 (Expected)

10%

MBA graduates

Master in Management graduates

Specialized masters graduates

Nonbusiness major graduates

Bachelors degree graduates

Experienceddirect-from-industry hires

2009

2008

2010

10%

1%

4%3%

3%

2%

2%

8%

10%

36%

37%

41%

4%

38%

28%

47%

12%15%


13/28




More than hal o respondents planned

to hire recent Master in Management

graduates or entry (55%) or mid-level

(55%) positions. More than one-third o

respondents (36%) planned to hire recent

Master in Management graduates or

marketing and sales positions. On the otherhand, many consulting rms (69%) were

seeking Master in Management graduates

to work in consulting, and more than six in

10 government and nonprot organizations

(61%) sought this type o graduate or

general management positions (Figure 10).

Overall, in 2010, specialized masters in

business graduates were expected to be in

higher demand in accounting (34%) and

nance other than investment banking(31%) compared with other job areas.

More than one-third o health care and

pharmaceutical companies (34%) and high

technology (42%) businesses, however,

also planned to hire recent graduates rom

specialized masters in business programs

or positions in inormation technology

or MIS. Tese degree candidates include

many applicable majors such as accounting,

business inormation technology, nance,nancial engineering, etc. (Figure 10).

Fg 10.

Top Job Areas and Position Levels or Which Employers Plan toHire Graduate Business Students in 2010, by Industry Groupa

C E/U F/A H/P HT M N/G P/S

MBA

Areab C(81%)

M/S(58%)

F(51%)

M/S(64%)

BD

(51%)F

(51%)

M/S(55%)

F(63%)

M/S(67%)

LevelMid-

(73%)Entry(67%)

Mid-(62%)

Mid-(80%)

Mid-(67%)

Mid-(66%)

Mid-(66%)

Mid-(61%)

Master in

Management

AreabC

(69%)A

(45%)F

(45%)M/S

(42%)M/S

(44%)M/S

(45%)GM

(61%)M/S

(52%)

LevelEntry(54%)

Entry(74%)

Entry(68%)

Mid-(81%)

Mid-(66%)

Mid-(63%)

Entry(72%)

Mid-(51%)

Specialized

masters

AreabC

(66%)A

(53%)A

(42%)MIS

(34%)MIS

(42%)

F(40%)OL

(40%)

A(38%)

M/S(46%)

LevelMid-

(60%)Entry(69%)

Entry(64%)

Mid-(63%)

Mid-(64%)

Mid-(59%)

Entry(62%)

Mid-(62%)

a. C stands or Consulting, E/U or Energy or Utilities, F/A or Finance or Accounting, H/P or Health care or Pharmaceutical, H or High echnology, M or Manuacturing, N/G or Nonprot or

Government, and P/S or Products and Services.

b. C stands or Consulting, A or Accounting, F or Finance other than investment banking, M/S or Marketing or Sales, BD or Business Development, GM or General Management, MIS or Inormat

echnology or MIS, OL or Operations and Logistics.




Compensation

Many dierent actors are involved

in determining salary, including

labor supply and demand,

incumbent skill level, geographic location,

organizational protability, employeework experience, tenure, perormance,

and company compensation philosophy.

During the economic crisis, one would

have expected salary cuts to be imminent.

HayGroup research on managerial spending

power, however, showed that the laws

o supply and demand have outweighed

the crisiss impact on senior managers

pay.8 Its 2009 CEO Compensation Study

suggested that not only has executive pay

not been cut in light o the economic crisis,

legislative restrictions, media attention, and

shareholder pressure, but an increase in

incentives that link CEO pay to company

perormance was observed. Base salaries

were fat at $1,030,000; meanwhile annual

incentives grew 3.4 percent to $1,523,701,yielding an overall cash compensation

increase o 3.2 percent to $2,637,884.9

An increased demand or leadership to

help them weather the economic crisis and

become even stronger organizations might

explain why employers will not cut base

salaries or recent business school graduates,

especially MBAs, in 2010 (Figure 11).

Consistent with previous years,

the average starting salary

employers planned to extend

to recent MBA graduates in

2010 nearly doubled the

average starting salary oered

to undergraduate students.

Fg 11.Average Expected Starting Annual Salary or Recent MBA Graduate Hires in the US,

20022010, and Annual Consumer Price Indexa

$50,000

$55,000

$60,000

$65,000

$70,000

$75,000

$80,000

$85,000

$90,000

$95,000

100

120

140

160

180

200

220

240

2002 2003 2004 2005

$72,459

$75,418

$80,266$78,385

$80,292$81,483

$85,581 $86,299

$89,141

Averagebasestartin

gsalary,

inUSdollars

ConsumerPriceIndex(CPI-U)

2006 2007 2008 2009 2010

Median CPIMean

a. CPI-U. Source: US Bureau of Labor Statistics (Year 2010 is based on February data).

8 HayGroup (2009). Global management pay report. December 2009. Retrieved on April 10, 2010 rom http://www.haygroup.com/Downloads/ww/misc/Global_Management_Pay_Report_2009_

nal.pd9 HayGroup (2010). Te Wall Street Journal/Hay Group 2009 CEO compensation study. Philadelphia, PA: HayGroup online access at: http://www.haygroup.com/ww/services/index.aspx?id=2589


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Moreover, a steady pay gap exists between

salaries oered to masters-level business

school graduates and recent graduates with

bachelors degrees (Figure 12). Consistent

with previous years, the average starting

salary employers planned to extend to

recent MBA graduates in 2010 nearlydoubled the average starting salary oered

to undergraduate students. In addition,

average starting salaries or 2010 MBA

graduates were expected to be higher than

those o Master in Management (by 59%)

and other specialized masters in business

(by 45%) graduates, possibly refecting

the work experience premium on top o

education. Survey data, however, did not

reveal signicant dierences between

average starting salaries or recentgraduates with Master in Management

or specialized masters in business degrees

and recent graduates rom disciplines other

than business.

Survey data did not reveal

signicant dierences between

average starting salaries or recent

graduates with Master in Managementor specialized masters in business

degrees and recent graduates rom

disciplines other than business.

Fg 12.Relative Starting Annual Salary Levels or New Proessional Hires (MBA Average Salary = 100%)

0%

20%

40%

60%

80%

100%

2008 2009 2010

Recent MBA graduates

Experienced direct-industry hires

Specialized masters in business graduates

Nonbusiness masters-level graduates

Recent Master in Management graduates

Recent graduates with a bachelors degree

100%

89%

74%

67%

75%

56%

PercentageofMBA

averagestartingsalary

100%

81%

74%76%

74%

53%

100%

89%

69% 69%

63%

52%



M B a M a n a G e r i a L C o M p e t e n C i e s

Among companies that work with

business schools, MBA graduates

appeared to be in higher demand

and many employers pay a premium to

hirethem.Whatcreatesthisdemand?

Whatskillsandabilitiesdierentiate

employees who hold MBA degrees romother employees? According to the survey

responses, an MBA is the gold standard

and guarantee o quality as well as

a companys long-term investment.

WehireMBAsbecausewewanthighly

ambitious, smart, work-ocused people, one

survey respondent commented. o quantiy

individual respondents eedback, the study

used a comprehensive model o managerial

competencies central to enacting managerial

roles that was developed by Erich Dierdor

and Robert Rubin o DePaul University.10

Having conducted their study across

52 managerial occupations rom CEO to

line supervisors, they distinguished among

18 actors that represent broad competencie

acrossfourworkdomainsbehavioral,

skills, knowledge, and work style. Detailed

descriptions o these actors were presented

to the survey respondents who were asked

to evaluate whether employees with MBA

degrees demonstrate higher, lower, or equalability in each o the 18 competencies

compared with non-MBA employees at the

same job level (Figures 13 through 16).

A clear picture o perceived MBA

managerial strengths emerged rom the

comparison. Te majority o employers

report that compared with other employees

at the same level, employees with an MBA

degree demonstrate higher or much higher:

Abilityinmanagingstrategyand

innovation, including analyzing data

or inormation, thinking creatively,

and developing objectives and

strategies (Figure 13)

An MBA is the gold standard

and guarantee o quality

as well as a companys

long-term investment.

10 Dierdorf, E. C., & Rubin, R.S. (2006, December). oward a comprehensive empirical model o managerial competencies: Implications o r management education . McLean, VA: Report or Management

Education Research Institute (MERInstitute).

Fg 13.Assessment o MBA vs. Non-MBA Behavioral Competencies*

0% 20% 40% 60% 80% 100%

Strategy and innovation

Decision-making processes

Tools and technology

Human capital

Task environment

Managing...

Much higher Higher Same Lower Much lower

61%

53% 2%

1%

1%

4%

6%

62%

38%

49%9%

8%

17%

25%

13% 32%

14%

20%

48%

38%

1%

* Percentages may not add to 100 percent due to rounding.


17/28




Abilityinmanagingthedecision-

making process, including obtaining

and processing inormation, making

decisions and solving problems, judging

the qualities o things, services, or

people, indentiying objects, actions,

and events (Figure 13) Abilityinstrategicandsystemsskills,

including complex problem solving,

judgment and decision making, systems

analysis and evaluation, management o

nancial resources, and management o

material resources (Figure 14)

Knowledgeofgeneralbusiness

unctions, including administration and

management, economics and accounting,

sales and marketing, customer and

personal service, and personnel andhuman resources (Figure 15)

Learning,motivation,andleadership

competence and generative thinking

abilities (Figure 16)

Fg 14.Assessment o MBA vs. Non-MBA Skill-Based Competencies*

0% 20% 40% 60% 80% 100%

Foundation skills

Strategic and systems skills

Skills in operations

Interpersonal skills


48% 1%

1%

4%

5%

63%

44%

43%11%

5%

22%

12% 40%

14%

45%

41%


Fg 15.Assessment o MBA vs. Non-MBA Knowledge-Based Competencies*

0% 20% 40% 60% 80% 100%

Media communications and delivery

General business functions

Human behavior and society

Technology, product design, and production

Knowledge of...


47% 1%

1%

7%

4%

59%

42%

40%5%

6%

23%

7% 45%

17%

48%

48%





graduates are strong in technical skills, but

lack people skills.

Based on employer assessments the top

ve MBA competencies are managing

strategy and innovation, strategic and

systems skills, knowledge o general

business unctions, managing decision-making processes, and learning, motivation,

and leadership.

AMcKinseyGlobalSurveyconducted

in early September 2009 asked what

types o organizational capabilities and

behavior organizations need to overcome

the economic crisis and prosper during

the recovery. It ound that innovation

and leadership are becoming the most

important capabilities or managing

company perormance ater the crisis.11

Based on the assessment o the most

prominent MBA competencies, MBA

employees can undoubtedly contribute to

restoring and strengthening companies

postrecession perormance.

On the other hand, the majority o

respondents ound non-MBA employees

had the same or better competency in the

ollowing skills, abilities, and traits:

Knowledgeofhumanbehaviorand

society (Figure 15)

Knowledgeoftechnology,productdesign, and production (Figure 15)

Socialorientation(i.e.,cooperation,

concern or others, and sel-control)

(Figure 16)

Conscientiousness,including

dependability, attention to detail,

and integrity (Figure 16)

Compared with 2007 data, MBA

employees have gained stronger skills

in managing the task environment and

managing human capital as well as

operations skills and strategic and systems

skills, whereas their ratings in the ability

to manage tools and technology has gone

down (Figure 17). Te observed changes

may address past criticism that MBA

Compared with 2007 data,

MBA employees have gained

stronger skills in managing the

task environment and managing

human capital as well as

operations skills and strategic

and systems skills, whereas their

ratings in the ability to manage tools

and technology has gone down.

11McKinsey&Company(2009).Leadershipthroughthecrisisandafter:McKinseyglobalsurveyresults.McKinsey Quarterly. (Te survey was conducted during September 111, 2009.) Access

onlineApril27,2010athttp://www.mckinseyquarterly.com/Leadership_through_the_crisis_and_after_McKinsey_Global_Survey_results_2457?pagenum=4

Fg 16.Assessment o MBA vs. Non-MBA Work Style Competencies*

0% 20% 40% 60% 80% 100%

Generative thinking

Conscientiousness

Social orientation

Learning, motivation, and leadership


59% 1%

1%

3%

6%

39%

33%

55%19%

6%

7%

16% 24%

51%

54%

25%



19/28




Fg 17.Employer Assessment o MBA Competencies, Average Ratings,a 2007 and 2010

1.0 2.0 3.0 4.0 5.0

3.53

3.63

3.59

3.46

3.90

3.95

4.01

4.09

3.66

3.77

3.47

3.44

3.43

3.50

3.97

4.05

3.52

3.61

3.53

3.60

3.39

3.49

3.96

4.06

3.72

3.70

3.93

3.92

3.42

3.38

3.46

3.50

3.81

3.89

2010 2007

Managing tools and technology*

Managing human capital*

Managing strategy and innovation*

Managing decision-making processes

Knowledge of technology, product design, and production

Managing task environment*

Knowledge of general business functions*

Knowledge of human behavior and society*

Interpersonal skills

Knowledge of media communications and delivery*

Strategic and systems skills*

Skills in operations*

Learning, motivation, and leadership

Foundation skills

Conscientiousness

Social orientation

Generative thinking*

Wor

kstyle

Skill-based

Knowledge-based

Behavioral

a. Average rating: 1 = Much lower; 3 = Same; 5 = Much higher.

* Year-to-year difference is statistically significant, p < .05.

Much lower Much higher


20/28



o B t a i n i n G G r a d u a t e M a n a G e M e n t t a L e n t

On-Campus Recruitment

Overall, more than six out o

10 companies (64%) recruited

graduate business school students

on campus. As seen in Figure 19, companies

that recruit at highly selective (rst-tier)schools were more likely to conduct

on-campus recruitment (79%) and to

allocate a higher share o their graduate

business school hiring eort to on-campus

recruitment (59%).

As part o their MBA recruitment

strategy, most employers rely on

employee reerrals (76%) or

their companies own websites or job

postings and resume submissions (73%).

As shown in Figure 18, large companies

were signicantly more likely than smallerorganizations to conduct on-campus

recruitment and participate in or organize

career airs. Notably, companies across

all size groups are equally as likely to

use employee reerrals, which suggests a

large role or business school alumni to

play in increasing placement chances o

recent graduates.

Fg 18.Top Fivea Company Recruitment Strategies, by Company Size

0% 20% 40% 60% 80% 100%

Company website

Online job search

On-campus recruitment

Career fairs

Employee referrals

62%

69%

69%

60%

81%

79%

78%

70%

84%

84%

75%

54%

87%

69%

54%

45%

76%

66%

50%

30%

10,000 or more employees

1,000 to 9,999 employees

100 to 999 employees

Fewer than 100 employees

a. Networking events (Number #4 strategy for companies with fewer than 100 employees, 40%) and recruitment agencies

(Number #5 strategy for companies with 100 to 999 employees, 50%) are not displayed on this chart.

Nearly hal o respondents (47%)

expected no change in the

proportion o on-campus

recruitment in 2010 compared

with 2009, and 44% planned

to increase their on-campus

recruitment eort.


21/28




Nearly hal o respondents (47%)

expected no change in the proportion o

on-campus recruitment in 2010 compared

with 2009, and 44 percent planned to

increase their on-campus recruitment eort.

Companies 2010 on-campus recruitment

plans were signicantly more optimisticthan their plans or 2009 shared early last

year when 44 percent projected a decline in

their on-campus recruitment eorts.

Overall, 86 percent o companies

that recruit on campus hire graduating

students or ull-time job opportunities

and 79 percent or internships (Figure 20).

Graduating students were more likely to

secure a job or an internship with larger

companies recruiting on campus than with

smaller rms.

Fg 19.Companies Recruiting Graduate Business School Students on Campus

and Proportion o Their Recruitment Eort, by Partner School Tiera

0%

20%

40%

60%

80%

100%

First tier Third tierSecond tier

On-campus recruitment ef fort Off-campus recruitment effort

79%

41%

59%

69%

53%

47%

51%

59%

41%

a. School tier is based on the average media rankings of full-time MBA

programs across the Financial Times, BusinessWeek, and US News and World

Report. First tier includes business schools with the top 50 MBA programs,

second tier includes schools with the next 50 programs, and third tier

includes other business school programs.

Fg 20.Company Recruitment or Internships and Full-Time Jobs,a by Company Size

0%

20%

40%

60%

80%

100%

Overall10,000 or moreemployees

1,000 to 9,999employees

100 to 999employees

Fewer than 100employees

For full-time job opportunities For internships

76%

68%

85%

69%

89%

80%

91%88%

86%

79%

Percentage

ofrespondents

a. Only companies that recruit on campus.


22/28

r o a d t o s u s t a i n e d r e C o v e ry



Althoughon-campusrecruitmentisa

traditional recruitment strategy or many

companies,especiallyintheUnitedStates,

it is not one they necessarily use every year.

Tenumberofschoolsvisitedalsomay

varyovertime.Forexample,64percent

ofcompaniesreportedon-campusrecruitment among their strategies in

early2010.Ofthose,76percentactually

visitedschoolstorecruitMBAgraduates

in2009(Figure21).Bycomparison,

42percentofcompaniesreportedon-

campusrecruitmentamongtheirstrategies

in2007.Ofthose,69percentactually

visitedschoolsin2007.

Terecessionsimpactoncampus

recruitment was refected in a decrease

inthenumberofschoolscompanieswill

includeintheirvisitplans.Sincethe

prerecessionhighofnearly13schools

(12.6)in2007,companyrecruitersvisited

anaverageofeightschools(8.0)in2009.

Cutbackstothenumberofschoolsvisited

during tough economic times suggest that

theschoolselectionprocesshasbecome

morecompetitive.

Combiningthecompaniesthatrecruit

internsoncampuswiththosethatoergraduatebusinessstudentinternships

through other means revealed that

smallercompanieswerelesslikelytohire

interns.Forexample,44percentofsmall

organizations(fewerthan100employees)

providedinternshipopportunitieswhile

79percentofthelargestparticipating

companies(morethan10,000employees)

did.Internshippenetrationalsodieredby

world region with the highest level in

theUnitedStates(63%)andthelowestin

LatinAmerica(30%),consistentwith

2009results.

64% of companies reported

on-campus recruitment among

their strategies in early 2010.

Fg 21.

Change in Company On-Campus Visits for MBA Graduate Recruitment,a 20052009

0%

10%

20%

30%

40%

50%

60%

70%

80%

0

2

4

6

8

10

12

14

20092008200720062005

Percentageofrespondents

Averagenumberofschoolspercompany

a. Based on the number of companies that recruit graduate business school students on campus as part of their

overall hiring strategy.

Companies that visited campuses Average number of schools


23/28




Working With Business SchoolCareer Management Oce

Mostemployersranktheirpast

experience(82%)andexisting

relationshipsataschool

(74%)asimportantorveryimportantandplacetheseamongtheirtopveschool

selection criteria.12Bybeingonthefront

linesofcommunicationwithcompanies

thatrecruitbusinessschoolgraduates,

businessschoolcareerservicesorcareer

managementocesplayaleadingrolein

creatingandnurturingsuchrelationships

andexperiences.Tomaketheirworking

relationshipswithorganizations

moreecientandtomanagestudent

expectations,careerservicesprofessionals

solicitfeedbackfromemployersformallyorinformallyonanongoingbasis.

Inthisstudy,respondentswereinvited

tosharetheirthoughtsinanopen-ended

formataboutwhatservicestheymost

wanttoreceivefromschoolscareerservice

oces.Commentsfrom820employers

whoprovidedfeedbackinresponseto

thisoptionalquestionwereanalyzed.e

following critical service themes emerged:

Candidateaccess(accesstoresume

databasesandtoalumni,targeting

speciccandidatesegments,availability

ofadditionalinformationabout

candidates,applicantscreening,faculty recommendations, historical

compensationdata)

On-campusvisitlogistics(scheduling,

facilities,studentattendance,company

brandingandpromotion,ideason

betterstudentoutreach,adviceon

eventeectiveness,information

aboutevents,takingstudentinput

intoaccount)

Studentpreparation(betterinterview

skills,backgroundresearchonthe

company,jobsearchetiquette,

qualiedcandidates)

Onlinerecruitmenttools

(easy-to-usesystems,multischool

systems,assistancewithjobpostings,

searchablestudentproles)

The recessions impact on

campus recruitment was refected

in a decrease in the number o

schools companies will include

in their visit plans.

12Murray,M.(2009).Corporate recruiters survey comprehensive data report. McLean, VA: Graduate Management Admission Council.


24/28



C o M i n G u p n e X t

In a highly volatile global economy,

business leaders are challenged

to navigate through a highly

uncertain environment and react quickly

and eectively to change.13 So, too, are

business schools challenged to prepare

tomorrows business leaders. As the recenteconomic crisis begins to recede, what

new challenges loom on the horizon or

businesses and schools?

Te current nancial crisis may have put

globalization on hold due to government

intervention in many economies, but it did

not stop the globalization process. More

companies than in the past are likely to

require stronger emphasis on international

business knowledge, and oreign language

skills are becoming a competitive advantage.

One might argue about the reasons or

climate change, but cannot deny recent

environmental changes such as rising

temperatures, glacial retreat, rising sea

levels, or oxygen acidication. According

to Lord Stern, an economist and proessor

at the London School o Economics,

who produced the single most infuential

political document on climate change,14

climate change is already directly aecting

many industries, including agriculture and

uel-based industries.Withtheinherentinterdependency

among business, environment, and society,

it is not surprising that sustainability in its

dierent shapes and orms is here to stay

and is part o the new business reality.15

Tis drives companies to apply sustainability

practices to their business, and managers

who have such knowledge and skill will

ultimately become more competitive than

those who do not.

Te aging o the population occurringin many developed countries, including

the United States, is another long-term

challenge orcing companies not only to

deal with challenges to replace workorce,

but also to meet the economic needs o

an aging population, which will become

increasinglydicultastheratioof

working-age population to older

population decreases.

As businesses prepare to ace these

challenges, business schools continue

to reshape their leadership education.

Looking into the uture, Blair Sheppard,

dean o Duke Universitys Fuqua School

o Business, predicted a wider array o

programs and less homogeneity among

schools, emergence o strong schools in

other regions o the world besides the

UnitedStatesandWesternEurope,and

a widening gap between great and just

OKschools.Wehavetogetdramatically

better, at the same time were incorporating

a broader set o other scholastic interests, atthe same time were becoming truly global,

while at the same time were producing

leadersnotjustgoodbusinessstudents,16

Sheppard summarized.

More companies than in the past

are likely to require stronger

emphasis on international

business knowledge, and oreign

language skills are becoming a

competitive advantage.

13 Batchelor, S., & McCarthy, B. (2009). In uncertain times, businesses need dynamic planning to chart course to high perormance. New York, NY: Accenture. Available online at www.accenture.com.14 McCarthy, M. (2009, March 13) Lord Stern on global warming: Its even worse than I thought. Te Independent. Retrieved on April 10, 2010 rom http://www.independent.co.uk/environment/

climate-change/lord-stern-on-global-warming-its-even-worse-than-i-thought-1643957.html.15Weybrecht,G.(2010March30).Presentationbasedonthebook,Te sustainable MBA: Te managers guide to green business, at 2010 EFMD MBA Conerence in Barcelona, Spain.16McKinsey&Company,(2010,January).Reshapingbusinesseducationinanewera,McKinsey Quarterly. Retrieved online April 27, 2010 rom: http://www.mckinseyquarterly.com/Reshaping_

business_education_in_a_new_era_2500


25/28



C o n C L u d i n G n o t e

Concluding Note

Findingspresentedinthispublication

arebasedonanalysisofsurvey

data ound in the2010 Corporate

Recruiters Comprehensive Data Report.

TeComprehensive Data Report, which isavailableexclusivelytoparticipatingbusiness

schoolsandemployers,containsdetailed

datatablesandanalysisofthesurvey

responsesbyindustrygroup,company

size,worldregion,USregion,company

organizationalgoals,andpartnerschool

selectiveness, in addition to the overall

analysis.TeComprehensive Data Report

alsoprovidesacompletelistofverbatim

commentsfromemployersonthemost

importantservicestheircompanieswould

liketoreceivefromcareerservicesorcareermanagementocesatschoolswherethey

recruitgraduatebusinessstudentsandon

changesthatgraduatebusinessschools

shouldmaketomeetworkplaceneeds.

Alistofbusinessschoolsandcompanies

thatparticipatedinthesurveyispublicly

availableatgmac.com/corporaterecruiters.

Inadditiontocopiesofthissurvey

reportandtheComprehensive Data Report,

participatingbusinessschoolsreceive

individualizedbenchmarkingreports

thatcompareaggregateresponsesfromemployerswhoworkwiththeirschoolwith

theresponsesfromemployerswhowork

withotherschools.Anaggregateproleof

allemployersinthesurveydatabase,along

withalistofthe20largestemployersof

businessschoolgraduates,isalsoavailableto

eachoftheparticipatingbusinessschools.

Tispublicationandthe2010 Corporate

Recruiters General Data Report, an

abridgedpubliclyavailableversionofthe

Comprehensive Data Report,areavailablein

EnglishandSpanish.

How to Participate in the Survey

Theyear2011willmarkthe

10th anniversary o the GMAC

CorporateRecruitersSurvey.

Careerservicesprofessionalsatbusiness

schoolsthatoergraduateprogramscanhelpfacilitatethesurvey,eitherbysending

invitationsandsurveylinkstotheemployers

whoworkwiththeirschoolsorbyproviding

GMACwiththeiremployercontactlist.

Send an email to [email protected] to

secureyourschoolsinvitation.Participation

benetsforschoolsincludecomprehensive

statistics,customizedreports,andadvance

accesstosurveyndings.Employer

participationbenetsincludecomprehensive

statistics, advance access to survey fndings,

andanopportunitytobeincludedinadrawingforoneofveUS$1,000prizes.

Contact Information

Forquestionsorcommentsregarding

the study fndings, methodology,

ordata,pleasecontacttheGMAC

ResearchandDevelopmentDepartment

at [email protected].

Authorship

Marina Murray, Associate Director,AppliedResearch,Research

andDevelopment,Graduate

Management Admission Council.

GMAC will conduct its

annual Year-End Follow-Up

Poll of participating employers

this November. Check

gmac.com/corporaterecruiters

for more information.



C L a s s o F 2 0 0 9

24

C o n C L u d i n G n o t e

Acknowledgements

Kip Harrell, Associate Vice

President, Proessional and Career

Development, Tunderbird

School o Global Management and

Dr.KarenO.Dowd,ExecutiveDirector,Graduate Career Services, Daniels

College o Business, University o

DenverBoardofDirectorsofthe

MBACareerServicesCouncilsurvey

questionnaire development, school

recruitment, and insights into the data;

Martine Plompen, Director, and

Dr. Christophe errasse, Associate

DirectorKnowledgeandSurveys

Unit,EFMDsurveyquestionnaire

development, school recruitment, and

insights into the data; Dr. Erich C.Diedro and Dr. Robert S. Rubin, DePaul

University, identiying a comprehensive

ramework o managerial competencies;

Alla Zhavoronkova, Director o

International Relations, Begin Group,

translation services, school and company

recruitment, and coordination o survey

administration in the Russian Federation;

Dr. Jorge Arturo Hernndez Palomino,

Proessor, Instituto ecnolgico de

Ciudad Jurez (ICJ), independent

manuscript review.Dr. Lawrence M. Rudner, Vice

President, Research and Development,

GMAC, questionnaire development and

manuscript review; Rachel Edgington,

Director o Market Research, GMAC,

manuscript review; Dr. Grady D. Bruce,

Proessor Emeritus, Caliornia State

University-Fullerton, questionnaire

development and manuscript review;

Veronica Sinz, Research Publications

Manager, GMAC, editorial review;

TraceyBriggs,SeniorWriter/Editor,

Communications, GMAC, editorial

review; and Paula Bruggeman, Editor,

GMAC, editorial services.Special thanks go to the ollowing

organizations or contributing to the

project success:

MBACareerServicesCouncil,anactive

and growing proessional association or

individuals in the MBA career services

and recruiting proessions, or the

expert advice o its sta, assistance with

questionnaire and sample design, and

eorts or increasing survey participation

among business schools in the United

States and worldwide.

EFMD,aninternationalmembership

organization based in Brussels, Belgium,

or the expert advice o its sta,

assistance with questionnaire and sample

design, and eorts to increase survey

participation among business schools in

Europe and worldwide.

BeginGroup,aMoscow-based

independent organization committed

to providing a range o services in the

market o education, or acilitatingsurvey promotion and administration in

the Russian Federation.

GMAC thanks the participating

proessionals rom 168 business schools

who acilitated this survey and the

2,367 employers who completed the

questionnaire.Withoutthem,thisreport

would not have been possible.

We hire MBAs because we

want highly ambitious, smart,work-ocused people.

Corporate Recruiters Survey

2010 Respondent


27/28

C L a s s o F 2 0 0 9B u s i n e s s s C h o o L p e r s p e C t i v e sG M a C . C o M / r e s e a r C h

Stay on top o the latest trends in graduate business education with ourever-expanding online research database. Here is a sample o theresources you will fnd along with our annual survey series at

gmc.cm/c

The Prole of Graduate Management Admission Test CA summary odemographic data about GMAT examinees over the last fve testing years. This report provides an annuallook at the growth and change within your schools potential applicant pool. Search the tables or testingvolumes and mean GMAT Total scores by gender, age group, intended degree, undergraduate major,citizenship, location, and world region.

GMAT Interactive ProleAn online tool or assessing potential applicant pools based on GMATtest-taker perormance and demographics. This easy-to-use tool lets you select rom specifc types o test-taker data and create customized summaries o examinee demographics or a unique look at applicantpools that most interest you.

Geographic Trend Reports for GMAT exmA document series that presents andanalyzes GMAT test-taker data with inormation about requested score reports. Score-sending patternsillustrate which countries and schools are o interest to prospective students. Data rom the most recentyear are compared with that o our years prior to identiy changes in test-taker preerences by region.The series includes our annual reports: World, Asia, Europe, and North America.

e-Report Series: Macro Realities and Micro ConsiderationsA series o bries and slidesthat oer analyses on the orces shaping graduate management education. The series combines GMACdata and data rom external sources such as OECD, United Nations, the IMF, and US Census Bureau or

a more holistic view o topics aecting the graduate management education market worldwide.

GMAC Data-To-GoTopic-specifc snapshots rom GMAC research. These compact presentationsand data bries present key fndings as well as regional outlooks and other analyses o topics identifedthrough our large-scale research surveys. The fles available are specially ormatted to allow you to easilyreerence and use pertinent material in your own meetings and share fndings o interest with colleagues.

The Research Report SeriesWhite papers authored by GMAC sta and Management EducationResearch Institute (MERInstitute) awardees. The series eatures the latest research on GMAT validity,management education programs, alumni, minority and diversity issues, high-stakes testing innovations,

and more.

The GMAC rc LbA comprehensive searchable collection o all research publications,survey reports, data reports, and analyses publicly released by GMAC. The library contains manypublications no longer accessible through our primary research pages.

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http://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/researchhttp://www.gmac.com/research


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2010 Graduate Management Admission Council (GMAC). All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, distributed, or transmitted in any form by

any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of

GMAC. For permission, contact the GMAC legal department at [email protected].

The GMAC logo is a trademark and GMAC, GMAT, Graduate Management Admission Council, and Graduate

Management Admission Test are registered trademarks of the Graduate Management Admission Council in the

United States and other countries. Fortune 500 is a registered trademark of Time, Inc.

The C rc s is one in a series o fve annual or biannual surveys

produced by the Graduate Management Admission Council. The surveys are designed to

explore relevant issues, oering data at various depths, depending on the desire o the user

and the participation o the school. Survey reports provide an overview o the data in addition

to giving context or and implications o the research. They are requently used to help drive

strategic decision-making processes in graduate business schools. All survey reports are available

online (gmac.com/surveys). Print copies (while supplies last) are ree upon request rom the

GMAC Research and Development Department at [email protected].

o cl

mba.com Registrants Survey

Who is in the pipeline or a degree?

What makes them decide to apply now

or wait? Launched in 2003, this annual

survey tells who prospective students

are (including detailed profles),

how and why they move through the

pipeline, and what motivates them and

gets their attention.

Application Trends Survey

How does a schools application

volume compare with that o other

schools? Since 1999, this annual

survey has gathered comparative

application data or the current and

previous year rom business school

programs worldwide.

Alumni Perspectives Survey

What happens to MBAs ater they

graduate and begin to evaluate the

value o their degrees? Launched in

2001, these biannual surveys ollow

MBA graduates long term to

understand their career progression,

their expectations, their attitudes

about work, their assessment o their

education, and general market trends.

Global Management EducationGraduate Survey

What do students think about

their experience as they prepare

to graduate? Launched in 2000,

this annual survey is conducted

every February to provide a

comprehensive picture o who

they are and where they are

headed ater they graduate, aswell as how they chose their

schools and how satisfed they

are with their education.

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