Johnson School - Career Workbook

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The Johnson School Career Workbook

What Is Your Passion?
Why Its Important
Self-assessment is the rst and possibly most important step in the career-development
process. Studies have demonstrated that you will be most happy and fullled in your
career if you choose a vocation that is based on your interests, motivators, and skills, in
that order.
MBAs often choose their careers based on what they are good at. However, the most
important question is: what is your passion?
You likely fall into one of three categories, all of which can benet from self-assessment:
You have a clear idea of your goals.
You have an idea about a few industries or job functions you might consider.
You are a career switcher and are unsure where you best t.
If youre in the rst group and have a clear idea of your future career plans, youll use
self-assessment to help you link your skills, motivators, and interests to the job that
youre seeking.
If youre in one of the other two groups, self-assessment can help clarify one or even a
few directions that you might take.
Self-Assessment
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
Succeeding with Oers
and Negotiation
Understanding
the Marketplace
3
Self-Assessment
Step 1
Based on your CareerLeader
results, write down your three main interests, your top three
motivators, and your top ve abilities.
Interests
1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
Motivators/Values
1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
Abilities
1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
4. ________________________________________________________________________
5. ________________________________________________________________________
Step 2
List ve of your high-match careers.
1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
4. ________________________________________________________________________
5. ________________________________________________________________________
Step 3
Make some notes about business cultures that are consistent with your values, skills,
and interests.
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Step 4
Based on these results, what industries and job functions are you the most interested in
pursuing? Which resonate with you?
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Activity 1: Understanding Your CareerLeader
Results
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Form groups of three. You will all rotate rolesyou need one person to speak, one to coach,
and one to record.
Guidelines
Speaker: Answer the questions openly and honestly.
Coach: Challenge your classmate to push beyond whatever resistance he or she may have to
the exercise. Go outside and beyond the CareerLeader
assessments if necessary.
Recorder: Write down the speakers comments as close to verbatim as possible; sometimes
language/vocabulary is subconscious and insightful.
Step 1: Core Business Interests
What are your three strongest business interests (per the Detailed Summary)? What are
your thoughts about why these came up as your strongest interests?
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Do these interests relate to the work you did before? Do they reect your current
interests?
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Are there any additional interests that you want to include in your work?
__________________________________________________________________________
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How do you see your interests playing out in the profession you think/thought you
wanted to do?
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Step 2: Motivators/Work Reward Values
What are your three most highly valued work rewards (per the Detailed Summary)?
__________________________________________________________________________
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In previous jobs, how were these met?
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Most careers involve making trade-offs among different rewards. Which of your highly
valued rewards are you willing to defer for now? Why?
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Activity 2: CareerLeader
Triad Exercise
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Will any of the rewards you want be in conict with others over the course of your career
(e.g., nancial gain and lifestyle)? How do you plan to manage that tension?
__________________________________________________________________________
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Step 3: Abilities
Review your abilities and reect on your ve greatest abilities. How do you see applying
them in your post-MBA position?
__________________________________________________________________________
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Are there any inconsistencies or tensions between interests or abilities? (For example,
you have a weak interest in Creative Production but put a high estimate on your ability
to be creative. This is a great example of the difference between an interest and an
ability.) We can all do many things that we have little interest in doing.
__________________________________________________________________________
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Step 4: CultureMatch
Based on your CultureMatch results, reect on the culture of the work environment
that you just came from. Do the results explain why you were happy/unhappy with the
culture there?
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Based on your results, in what types of corporate cultures will you be happiest/most
productive, in your future positions?
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Step 5: Final Thoughts/Observations
Discuss with your triad group any high-match careers youre interested in, matches that
were surprising to you. What thoughts do your triad team members have for you?
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Activity 3: Introspective Questions for
Self-Assessment
Describe one or two of the most important experiences in your career. Why was this so
important to you?
__________________________________________________________________________
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Of your work experiences so far, what accomplishments are you most proud of and why?
__________________________________________________________________________
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With whom have you enjoyed working and not. Why?
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Think about the individual tasks of past jobs. Which did you nd engaging and inspiring?
Which did you not?
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Activity 4: Job Envy vs. Job from Hell
(adapted from Discovering Your Career in Business)
Step 1
Imagine your ideal job. What features of this job make it so attractive? Why?
__________________________________________________________________________
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Describe the job in detail. (Where are you working? What is your day like? What are your
interactions like throughout the day? What are your major activities?)
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Step 2
Recall or imagine a work situation that you nd particularly distasteful.
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What tasks or circumstances would you dislike the most? Why? Be as specic as possible
about what you dislike about this job.
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Resources
Take CareerLeader
and discuss results with a Career Management Center advisor.

Attend a Career Self-Assessment workshop.
Take the Myers Briggs Type Indicator and discuss results and their relevance to
career choices with a Career Management Center advisor.
Read Discovering Your Career in Business by Timothy Butler and James Waldroop and
complete the exercises in Chapter 3.
Do What You Are: Discover the Perfect Career for You Through the Secrets of Personality
Type by Paul Tieger and Barbara Barron-Tieger
Passion at Work by Lawler Kang
Find Work That Matters by Mark Albion
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Target Markets
Once you have taken the time to really understand yourself and your motivations,
it is time to research your target markets.
Start by identifying your prospective markets. Then investigate those elds through
networking, informational interviews, and market research in industry print and
online publications.
Become a relentless networker. Talk to everyoneincluding friends, colleagues, and
industry professionalsabout your desire to learn more about a job or career eld.
Ways to Gain Market Information
Once youve identied prospective markets, you need to learn as much as you can about
them. Be relentless:
Use your network.
Conduct informational interviews.
Attend corporate briengs.
Join a Johnson School club.
Ask your classmates who came from that industry or company.
Attend a few diferent faculty-led Passport Sessions until you determine your
primary interest.
Use the web.
Utilize the resources in the Management Library at the Johnson School. Reference
librarians can meet with you individually to discuss strategies for gathering
information for your particular job search.
Stay current with company and industry news.
Career Beam is an excellent online resource if you have limited time.
Understanding the Marketplace
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
9
In conducting your research, your goal is to identify the markets needsthe types of
skills and experience valued by the market, how people in the market identify and evaluate
candidates. You should also be assessing your tyour specic assets that meet the
markets needsand identifying weak areas that might reduce your probabilities of success.
This approach will help you assess a position in a reasonable amount of time.
Step 1
Review the sample chart, which provides examples of needs, skills, and opportunities in
three different markets.
Step 2
Complete the chart on the following page to specify needs, skills, and opportunities for each
of the markets you are considering.
Activity 5: Market Needs and Skill Development
Market Needs Skills Required My Skills My Development
Opportunities
Consulting
Example
Synthesize
research data
into meaningful
recommendations
Consulting
Example
Problem-solving
(demonstrated
through case
interviewing)
High-pressure
deadlines
Travel
Consulting
Example
Listening
Presentation
Analysis
Condence
Health care
background
Consulting
Example
Join Consulting
Club
Work on math,
nance, and
accounting skills
Finance Example
Private wealth
managers
Finance Example
Ability to
accumulate large
base of assets
under management
Finance Example
Networking
Communication
Oral and written
skills
Sales
Finance Example
Join Investment
Management,
Entrepreneurship,
and Private Equity
clubs
Marketing
Example
Individuals who
are passionate
about owning a
brand as if it was
their business and
who intimately
understand what
drives consumer
behavior
Marketing
Example
P&L
Analytics
Promotion
Packaging
Pricing
Communication
Marketing
Example
Strong background
in marketing or
sales
Need to add
nance and
accounting to fully
understand P&Ls
Marketing
Example
Accounting
electives
Strategic Marketing
Immersion
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Resources
The Vault
Among the best resources are the career and company insider guides on the Vault.
Connect via the Career Management Centers account: http://www.vault.com/cb/
careerlib/careerlib_main.jsp?parrefer=787&k=640820.
The Vault maintains separate pages on many careers, including:
Consulting
Investment banking
Equity sales and trading
Private client services or private wealth management
Investment management careers
Marketing
Consulting
www.jgsmconsulting.com
www.imcusa.org
Finance
Old Ezra Finance Club at http://forum.johnson.cornell.edu/students/orgs/ezra
Johnson School Investment Management Club at http://forum.johnson.cornell.
edu/students/orgs/cimc
Management Librarys Investment Banking Interview FAQ at www.library.cornell.
edu/johnson/library/faq/bullseye_ibanking_faq.html
Marketing
www.adweek.com
www.adage.com
www.brandweek.com
www.mediaweek.com
Management Librarys Marketing FAQ at www.library.cornell.edu/johnson/library/
faq/marketing_faq.html
General Management
Johnson School General Management Association at http://forum.johnson.cornell.
edu/students/orgs/gma
Nonprot/Sustainable Business Careers
Numerous links accessible on Johnson School Community Impact home page at
http://forum.johnson.cornell.edu/students/orgs/ci/career.htm
Market Needs Skills Required My Skills My Development
Opportunities
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Your Professional Image
Once you have completed your market research, you need to develop a plan to highlight
your positive attributes and establish relevance between who you are and your target
position. Even if your functional skills and background are not perfect ts, if you can
communicate this link you will be much more successful in your job search. In this
section youll look at how you communicate your entire package as a job candidate.
The First Two Minutes
We have all read about rst impressions and the impact they can have on your
professional success. Most agree that within two minutes you have already been
evaluated. Some professionals argue that it happens even faster than thatwithin
seconds. People evaluate your visual and behavioral appearance in its entirety. They
observe your demeanor, mannerisms, and body language, and even assess your
grooming. Within seconds, you have moved from a neutral candidate, assessed only by a
rsum, to a probable or improbable candidate.
You might argue that you have the best skills among all the potential candidates. But you
never get to prove that if the initial impressions are poor. Yes, a candidate can overcome
a bad rst impression, but it is an uphill battle. If you are impressive in the rst two
minutes, research has shown that interviewers will give you the benet of the doubt
on the more problematic parts of your rsum. This is driven by two primary factors.
First, people like to hire people whom they likepeople who will get along with the
team and not strain the social fabric. Second, regardless of your initial position, you are
being assessed on your ability to make a rst impression on their clients. That will help
close sales and result in customer satisfaction. The bottom line is that if you fail the two-
minute test, you will likely have a long and painful job search.
Strategies to Pass the Two-Minute Test
Start with these three strategies:
Read How to Win Friends and Inuence People by Dale Carnegie, the Bible of
business behavior in the United States for more than 50 years. Even if your
interviewers do not practice the teachings in this book, they know that good
professionals do. Read this book and practice its suggestions.
Read How to Talk to Anyone by Leil Lowndes. This is a newer book that is
particularly useful if you dont have a lot of experience with the well-heeled in
nance, consulting, and C-level circles.
Practice! Practice informally by putting these ideas to work with your friends on a
day-to-day basis. And be sure to ask them for their evaluations.
Positioning Yourself
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
12
Activity 6: Two-Minute Test Practice
Step 1
Prepare to ask friends, faculty members, or a Career Management Center advisor for their
evaluations of youand prepare to listen openly to their feedback. Getting this feedback
is critical. The comments you hear will be a powerful tool that will affect not only your job
search but also the rest of your life.
Step 2
Since this kind of evaluation is very personal in nature, people will rarely offer the feedback
without your prompting. Even then, some people will be reluctant to be completely honest.
So you need to ask oftenand ask specically. And record the answers.
Questions to Ask:
What one thing could I do to improve my rst impression?
Is my eye contact solid, or do I seem distracted?
Do I smile enough? Do I smile too much?
Does my pitch sound genuine or stilted? How can I improve it?
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Your Pitch
Your pitch is a 90-second personal statement (also called a positioning statement). It
should be succinct, memorable, and relevant. You will use it at corporate briengs,
networking events, and any other time you want to quickly summarize your unique
qualications and career aspirations.
Sample Pitches
Hi! My name is Jane Awesomeness-Smith. I am a 2010 graduate of the Johnson
School, and Ill be nishing the operations immersion in the spring and am looking
for a job in supply-chain management. I recently won a supply-chain-centered
national case competition after reading The Goal.
Excuse me, do you have a second? I just want to introduce myselfmy name
is Mark Snelson and I will be graduating from the Johnson School with a
concentration in nance. I plan to study abroad in Shanghai in the fall of my second
year and am looking for positions that would take advantage of my international
business and uency in multiple languages.
I will be receiving my MBA from the Johnson School in May 2009. Before
business school I worked in civil engineering for almost ve years; my most recent
position was project manager. My last assignment before b-school was working
with a gold-mining company in Papua, New Guinea. Im hoping to leverage my
engineering background and technical skills in the consulting industry.
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Your Marketing Plan
As you learned in the Core Programs, a marketing plan is designed to launch a product
thoughtfully and efectively. In the job search, you are a brand. You are packaging and
selling your unique qualities and attributes. How will you package and market yourself
so that an employer will want to take you of the shelf, learn more about you, and
purchase you?
Elements of Your Marketing Plan
Understand the elements that will comprise your marketing plan:
Target Positions: In review of your self-assessment results and your exploration
of the careers in the section Understanding the Marketplace, you should have
identied one or more target positions that you are interested in pursuing.
Brand Description: The brand description is a summary of your attributes as a
product. What are you known for; what is your essence as a brand? You must
establish the link between yourself and the career youre pursuing, and, more
important, you need to clearly articulate your distinguishing characteristics.
Positioning Statement: This is your sales pitch, telling who you are and what youre
about. Its succinct and memorable and describes how, and for what, you want to be
remembered. It should concisely communicate where you want your career to go,
why, and how you plan to get there.
Product=Key Competencies: You are the product: your skills, interests, and
motivators. Review your CareerLeader
results and the section on Self-

assessment. From your CareerLeader
results, list your top skills, the industry and

professional knowledge youve acquired, and your career-relevant traits.
Place=Target Market Characteristics: A comprehensive list of 2030 specic
target companies, including geographic area, industry, company size, culture, and
organizational structure.
Price: The compensation and benets package you require
Promotion: Your plan to network and publicize yourself
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Step 1
Review this example of a marketing plan for the position of brand manager.
Sample Marketing Plan
Target Position
Associate Brand Manager or Brand Manager
Brand Description
In my work I value nancial gain, prestige, variety, and afliation. I am at my best in a
creative business environment where I am a key contributor to a product development
team. I bring my talents of understanding customer needs, communicating those needs to
others, and translating those needs into products. I am known for being customer-focused
and innovative. In my next role, I would like to be thought of as a savvy businessperson
who understands the bottom line and generates results. Five years from now, I want to be a
senior manager or director with brand strategy responsibility for international, food-oriented
consumer products.
Positioning Statement
I have a consumer marketing background, primarily in the consumer package goods
industry, where I have been involved in all stages of the product life cycle. Most recently I
was part of a team that successfully launched a new line of healthy breakfast cereals. I want
to use this experience in a brand management role for a nationally known restaurant group
or more diversied or niche foods company.
Product=Key Competencies
Skills
Customer service
Project management
Written/verbal communication
Knowledge
Food industry
ISO standards
Product life cycle
Traits
Creative
Organized
Collaborative
Place=Target Market Characteristics
Geographic area: Midwest preferred; smaller, secondary city
Industries: food, restaurant, hospitality
Size of organization: Fortune 1000, international in scope
Organizational structure: hierarchical is ne as long as culture is collaborative, creative, fun
Culture: team-based, creative, fun
Target Companies
Industry: food
Nestl
General Mills
Industry: restaurant
Darden
Industry: hospitality
Starwood
Price=Compensation and Benets
Competitive per Johnson School employment stats; more important are challenge and
opportunity, quality of life, child care (on site)
Promotion
Speak to Johnson and Cornell network, personal network, alumni
Attend New York Restaurant Association Show
Networking trip over spring break to Minneapolis
Step 2
Complete a marketing plan for one of your target positions.
Activity 7: Develop Your Marketing Plan
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My Marketing Plan
Target Position ____________________________________________________
Brand Description
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Positioning Statement
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Product=Key Competencies
Skills
Knowledge
Traits

Place=Target Market Characteristics
Geographic area:
________________________________________________________________________
Industries:
________________________________________________________________________
Size of organization:
________________________________________________________________________
Organizational structure:
________________________________________________________________________
Culture:
________________________________________________________________________
Target Companies
Industry: Industry: Industry:
Price=Compensation and Benets
__________________________________________________________________________
__________________________________________________________________________
Promotion
1. __________________________________________
2. __________________________________________
3. __________________________________________
4. _________________________________________
5. __________________________________________
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Personal Creative Brief
To successfully position yourself, you will need to specify your attributes, your essence.
You must establish the link between yourself and the career youre pursuing and clearly
articulate your distinguishing characteristics.
A personal creative brief is a communication tool to help you understand and articulate
your core brand essence. It condenses your marketing plan to a few important key words
and phrases that diferentiate you to employers. The thoughts and words from your
personal creative brief will be useful to you in your rsum, business correspondence,
and interviews.
A personal creative brief is a communication tool to help you understand and articulate your
core brand essence. In this exercise, youll condense your marketing plan to a few important
key words and phrases that differentiate you to employers.
Plan your words carefullyyou should be able to utilize the thoughts and words you write
for this activity in your rsum, business correspondence, and interviews.
Step 1
Understand the issues addressed in each section of the creative brief.
Communication Objective: What is the reason for this specic communication? Are you
asking for a networking meeting? Are you hoping to get an interview? Are you gathering
information about different careers?
Target: With whom are you communicating? The words you choose may change based
on your target.
Target Insight: What is uniquely important or relevant to the target or the company?
(You should be able to state this insight in one sentence.)
Single Most Important Point: This point is about you. If your communication target
remembers only one thing about you, what should it be? (Be prepared to summarize
your single most important point in one sentence.)
Target Action: What are you trying to get out of this particular communication? What do
you want the target to think and do in response to this communication? How will you
connect with the contact?
Personal Tone and Manner: How do you want to come across in your communication?
(Consider what three adjectives best convey these qualities.)
Step 2
Review this example of a creative brief.
Sample Creative Brief
Communication Objective: Get an informational interview with an alumnus.
Target: Drew Pascarella at Citi
Target Insight: Drew has been in the technology group and recently became a VP; one of
Citis core values is cross marketing.
Single Most Important Point: I worked in the treasury department of a technology rm and
just completed an M&A deal with a company.
Target Action: I want to get 15 minutes on Drews calendar.
Personal Tone and Manner: tech savvy, motivated, enthusiastic
Activity 8: Personal Creative Brief
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Step 3
Develop a creative brief that will help you convey your core brand essence as a
business professional.
My Creative Brief
Communication Objective: _________________________________________________
________________________________________________________________________
Target:
Target
Insight:
Target Action:

Single Most Important
Point:
Personal Tone and Manner:

Resources
Take CareerLeader
and discuss results with a Career Management Center advisor.

Attend a Career Self-Assessment workshop.
Take the Myers Briggs Type Indicator and discuss results and their relevance to
career choices with a Career Management Center advisor.
Read Discovering Your Careers in Business by Timothy Butler and James Waldroop
and complete the exercises in Chapter 3.
Business Correspondence
Cover Letters
The cover letter functions as an extension of your rsum and reects your knowledge
of a specic employers needs. It should demonstrate that you are able to communicate
clearly and concisely, that you are sincerely interested in this particular job, and that you
are well suited for the job. Employers look for passion and enthusiasm for the industry,
the company, and the position. Because employers needs are diferent, you will need to
write a unique cover letter carefully tailored to each individual employer.
A cover letter typically consists of three parts:
Introduction: Capture the employers interest! Identify the position for which you
are applying, tell how you found information about the job, and describe your
interest in the opening. If appropriate, you may even identify second-year students
or alumni whom you know there.
Specics: Explain how your qualications relate to the opening. Include examples of
measurable results from past jobs that make you a particularly strong candidate.
Closing: Ask the employer to agree to a date for the two of you to meet for an
interview. In cover letters for on-campus interviews, say that you look forward to
seeing the recruiter when the employer comes to campus.
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Activity 9: Introspective Questions for
Cover Letter
Before you start to write your cover letter, answer the following questions:
Why did you choose this industry?
Why did you choose this company?
Why did you choose this position?
Why should the company hire you?
The text of your cover letter should address each of these points.
Checklist: Cover Letters
q My cover letter is carefully tailored to each individual employer. Its not the same
basic letter with only minor changes.
q My cover letter is addressed to an individual. It does not say Dear Sir/Madam or
To Whom It May Concern.
q If my cover letter responds to a specic job posting, it addresses skills and attributes
desired for the position.
q My cover letter has an introduction, ofers specics, and has a call to action in the
closing.
q I carefully proofread my cover letter and checked for misspellings. I didnt just use the
spell-check function on my computer.
q I checked for copy-and-paste problems.
q My cover letter ts on one page and is centered on the page with equal margins on
the sides.
q Ive checked the le name before attaching to an email. (Applicants often use a
company name in the lename, edit the letter, and forget to update the lename to
reect the new company.)
q For cover letters that are sent by postal mail or hand-delivered, Ive used quality paper
either in white or a color matched to my rsum.
q For cover letters that are sent by postal mail or hand-delivered, I signed my letter
above my typed name.
q I followed up by phone and/or email with the employer after he/she had adequate
time to read and consider my cover letter.
Cover Letter Framework
[Your Street Address]
[City, State, ZIP] use the proper
postal abbreviation for the state
[Date] month day, year
[Mr./Ms./Mrs.] Joseph/Jane Sewall
Director of Marketing
Kraft Foods Inc.
1500 West Road
White Plains, NY 10705
Dear [Ms.] Sewall:
It was a pleasure to attend the Kraft Foods Inc. brieng at the Johnson School last [month], where I
enjoyed meeting several company representatives. Recently I spoke with [name], a Johnson School
[alumnus/alumna] at Kraft Foods Inc., and [he/she] told me about your companys expansion into
the freeze-dried foods business. [He/she] indicated that you will be launching [this project] during
the coming summer months. I am very interested in joining Kraft Foods Inc. in a position in this
area. [This section introduces the candidate, the position of interest, and relevant company contacts].
I will receive my MBA from the Johnson School at Cornell University in May. During my rst
year I decided to pursue a concentration in marketing and gain some related experience through
my summer internship. As a marketing assistant at [company], I was an integral part of the
team that launched [companys] new [product name] product. This successful project allowed
me to demonstrate and sharpen my analytical, quantitative, and team skills. This experience also
conrmed my interest in consumer-goods marketing. [This section highlights the candidates relevant
experience and t for the position. This section should build on the rsum but not repeat information that
can be found on the rsum].
I would like to talk with you personally about my interest in working for Kraft Foods Inc. I will call
you in the next week to ask if it might be possible to arrange a meeting.
Sincerely,
[Sign your name]
[Type your name]
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Sample Cover Letters
Charles J. Bowser
336 North Sunset Drive
Ithaca, NY 14850
607-229-0573
Email: cjb58@cornell.edu
September 25, 2003
Mr. Jefrey P. Agranof
Recruiting Manager
PricewaterhouseCoopers
1177 Avenue of the Americas
New York, NY, USA 10036
Dear Mr. Agranof:
As you know, I am a second-year MBA student at the Johnson School at Cornell University. I am a
1994 graduate of the U.S. Naval Academy and an 8-year veteran of the U.S. Submarine Force. Last
spring I took the Managerial Finance Immersion to deepen my knowledge of nance before the
summer internship. This year I have continued to concentrate my studies in the area of corporate
nance.
I am very impressed by the breadth of opportunities at PricewaterhouseCoopers. What attracted me
to your rm is the superior reputation PwC enjoys in the nancial sector, as well as the high-caliber
graduates PwC hires. My desire to work for PwC was solidied by my background in the energy
industry and continued interest in corporate nance. In the course of more than 8 years as a naval
ofcer, a year of graduate school education, and a summer internship in the private sector, I have
gained a great range of leadership, teamwork, technical, and interpersonal skills that I feel make me
uniquely qualied for your rm and a career as a nancial risk management consultant.
As a lieutenant in the U.S. Navys elite Submarine Force, I have led many sailors in both training
and clandestine missions. Success as a submarine ofcer requires condence, technical know-how,
and ne-tuned leadership skills; vision, commitment, integrity, and the ability to think on your
feet are crucial. I have proven that I am a leader, not just a manager, and have led through attitude
and achievement, no matter where I have appeared in an organizational chart. My experience in the
Navy Nuclear Power program has provided skills that are directly applicable in the Energy Sector of
PwCs FRM practice.
During the Managerial Finance Immersion and subsequent nance classes, I have rediscovered my
deep interest in a nancial career. Finance was something that fascinated me before I entered the
service, but until business school I have been detached from what I believe to be my true calling.
During my summer internship at Booz Allen Hamilton, Inc., I honed the skills of client service.
The problems I encountered this summer were all unique and required creative solutions as well as
the ability to interact with the client and learn the rms true needs. In addition, as the co-chair of
the Community Consulting Group here at the Johnson School, I have enhanced my ability to create
innovative solutions that drive customer satisfaction.
I have spent some time speaking with Trish Murison. She has reinforced my belief that PwC can
provide an interesting job, intellectual challenges, and the optimal working environment for me.
Thank you for your consideration.
Best Regards,
Charles J. Bowser
Nicole Craddock
Class of 2008
Tel: 425-985-0261
ngc7@cornell.edu
December 16, 2006
Ms. Molly Morgan-Bove
IBD Associate Recruiting
Lehman Brothers Holdings Inc.
745 7th Ave.
28th Floor
New York, New York 10019
Dear Ms. Morgan-Bove:
I am a rst-year MBA student at Cornell University and am writing to express interest in the
Lehman Brothers Investment Banking Summer Associate position. Through conversations with
members of the Lehman Brothers team, I have developed a strong appreciation for Lehman
Brothers culture and capabilities. I have had the pleasure of speaking with a number of Lehman
employees, including Steven Berkenfeld, Evan Rothenberg, Robert Chesley, Christina Park, Steve
Pedone, Beth Schrader, Peter Ying, Charles Fisher, Jared Talisman, Kiran Prasad, Matthew Conroy,
Evelyn Estey, and Angela Mwanza. Based on these interactions, I believe that my personality,
leadership abilities, and analytical skills are a strong t with Lehman Brothers and the Investment
Banking Summer Associate position.
Over the past few years I have worked in healthcare strategic planning. My work was highly project-
oriented and required me to synthesize quantitative and qualitative information and present key
ndings to people at all levels across my organization. Through this experience I developed a
strong ability to work efciently, handle changing deadlines, and establish rapport with clients and
teammates.
I have attached my rsum for your review and look forward to speaking with you about how
my skills and qualications will add value to the Lehman Brothers team. Thank you for your
consideration.
Sincerely,
Nicole Craddock
Enclosure: Rsum
20
Abigail Hills
Apt A
Ithaca, NY 14850
Phone: 212-111-1111
email: abc@cornell.edu
October 24, 2007
Ms. Jennifer Durante
Deloitte Consulting LLP
Campus Recruiting Lead
25 Broadway
New York, NY 10004
Dear Ms. Durante:
I am a second-year MBA/MHA student at the Johnson School and the Sloan Program of Health
Administration and expect to graduate in May 2009. I am writing to express my interest in the
Summer Associate position in Deloitte Consulting LLPs Life Sciences and Health Care practice.
Over the past several months I have had the opportunity to learn about the company through the
Johnson School Consulting Club ofce visit, corporate briengs in both graduate programs, and
conversations with former Deloitte interns and present employees. I am also currently in the midst
of a Deloitte Human Capital case competition supported by Vivek Sethia (NYHuman Capital).
Overall, Deloitte is a primary player in the provider, payer, and life science areas, making important
advances throughout the industry. Based upon all of these points and further research, I believe that
Deloitte ofers exceptional opportunities for a summer intern.
My rationale in pursuing the MBA/MHA degree combination was to apply overall business
knowledge to the dynamic problems of the U.S. healthcare system. The variety and complexity of
Deloittes projects provides the opportunity to apply this dual knowledge base. In addition, my work
in the hard-science environment at U.S. Genomics, combined with my pharmaceutical experience
while in the Treasury at Merck & Co., provided exposure to the life science facets of our healthcare
system. Finally, my years as both a college lacrosse player and as an assistant womens lacrosse
coach at Cornell helped me develop strong skills of teamwork, discipline, hard work, perseverance,
and a results-oriented mentality. I am certain that the combination of my experiences will prove
advantageous to a career in consulting.
I am condent that my prior work experience covering a variety of healthcare industries, along with
the academic base I am establishing at Cornell, will enable me to make a valuable contribution to
Deloitte. I would appreciate the opportunity to discuss my candidacy further when your company
interviews on campus. Thank you for your time and consideration.
Sincerely,
Abigail Hills
Attachment: Rsum
Michelle Colban
215 College Avenue #3
Ithaca, New York 14850
Phone: 917-968-5659
email: mcc47@cornell.edu
December 16, 2007
Ms. Katie Preston
Candidate Care Specialist
Campbell Soup Company
1 Campbell Place Box 35D
Camden, New Jersey 08103
Dear Ms. Preston:
I am a rst-year MBA student at Cornell Universitys Johnson Graduate School of Management
writing to express my interest in Campbell Soup Companys Associate Brand Manager Internship.
Campbells has national brands that are recognized for their consistent quality and that are the
optimal size to allow me to positively impact the business.
I received information regarding this position at Campbells company brieng at Cornell earlier this
fall. In September at the Johnson Schools Golf Invitational, I had the opportunity to learn about the
position of Associate Brand Manager by speaking with Michael Hill, Jake Ellerbrock, and Sandra
Gilligan, who are currently at Campbells. I also had the chance to meet with Lynn Ambrosia, vice
president and general manager at Campbells, who gave me an overview of her career path in the
food industry after graduating from the Johnson School.
Throughout my conversations with Campbells representatives, Ive found that the Associate Brand
Manager Internship represents the best alignment of my education and experience in the food
industry with my practical marketing skills. I have had the opportunity to work in marketing at a
start-up food company, new-product development at Unilever, and quality control at Kraft. While at
Cornell, I became interested in consumer behavior as a research associate for Brian Wansinks Food
and Brand Lab, designing marketing experiments to test how consumer perceptions are afected by
diferent package sizes and eating environments. Because of my cross-functional background, I was
chosen for a consulting project to create a marketing strategy for Nurture Foods, a company that
develops frozen organic baby food. As my rsum indicates, I also led several projects that required
me to work well in extended teams as my projects often depended on collaboration among various
disciplines.
Throughout my academic and professional career, I have consistently demonstrated strong
communication skills, analytical ability, creativity, dedication, and poise. I am condent that with
my diverse background and experience I can make a signicant contribution to your company.
I would greatly appreciate the opportunity to further discuss my credentials for Campbell Soup
Companys Associate Brand Manager Internship.
Thank you for your consideration.
Sincerely,
Michelle Colban
21
Resources
Cover letter workshop ofered by the Career Management Center
Career Management Center staf can help review your letters.
The Career Management Centers Cover Letter Craze
Books on the subject are available in the career management section of the
Management Library. In particular, we recommend Cover Letters That Knock Em
Dead by Martin Yate.
Email Framework
Subject Line: [company name]
Dear [rst name],
I am a rst year MBA student at Cornell University pursuing a career in [insert career
interest]. I located your information on [data source: JS alum, LinkedIn, etc.] and would
appreciate connecting with you to learn more about your experience with [company
name]. I am very interested in [company name] because of [X reasons].
Prior to business school I worked in [ job function] at [company] for [X years]. Like
yourself, I [insert what you have in common] and was hoping to connect with you to
learn about how you have built a successful career at [company].
I will follow up on this email by phone on [day of week] [date] at [time]. If this time is not
convenient, please let me know a time that would work better for you.
Sincerely,
[rst name]
First name Last name
Cornell University
The Johnson Graduate School of Management | MBA Class of 20xx
Phone: (607) 555-1212 | Email: student@cornell.edu
Tips: Email
Keep emails concise. Every sentence should contain something that will pique your
targets interest. Nothing will get their attention more than someone with whom they
can identify as well as someone who has a sincere interest in their company.
Avoid sending a career summary, and use your discretion when deciding to send your
rsum in an introductory email.
Try to keep the font style, size, and color consistent with conservative business
communication.
Proofread all emails before you send them. You only have one chance to make a
good impression.
Thank-You Letters
Thank-you letters are required after every interview, including phone interviews. It is
becoming more common to send an email thank-you note, but a handwritten note on
tasteful stationery can be written in special cases. If you meet with a panel interview, you
should send individual thank-you notes to each panel member, tailoring your note to
their specic interests or functional role within the team.
Thank-you letters should accomplish the following:
Convey your appreciation for the time the employer spent in the interview
Restate your interest and qualications
Strengthen your candidacy with additional, relevant information and/or provide
information of interest to the interviewer, such as an article you just read
Indicate eagerness for a positive response
Activity 10: Introspective Questions
for Thank-You Letter
Before you start to write your thank-you letter, answer the following questions:
What is the one thing you want to make sure the interviewer remembers about you and
your skills or qualications?
Now that youve learned more about the position during your interview, what additional
information about you do you want the interviewer to know?
What original ideas would you bring to the position?
The text of your thank-you letter should address each of these points.
Checklist: Thank-You Letters
q My thank-you note is sent out within 24 hours of the interview.
q It conveys my appreciation for the employers time.
q It shows that I listened attentively in the interview and that I added additional
information about my candidacy.
q It reinforces my best selling points and shows why Im the best t for the opening.
22
Thank-You Letter Framework
[Your Street Address]
[City, State Abbreviation, ZIP]
[Date] month day, year
[Mr./Ms./Mrs.] Joseph/Jane Sewall
Director of Marketing
Kraft Foods Inc. International
1500 West Road
White Plains, NY 10705
Dear [Ms.] Sewall:
I enjoyed meeting you last week. Thank you for taking the time to speak with me about the
Assistant Brand Manager position at Kraft Foods Inc. I was thrilled to have the opportunity to share
some of my thoughts on marketing and brand development. [This section thanks the employer for his/
her time and reafrms the interest in the position].
After talking with your staf and learning more about Kraft Foods Inc.s expansion into the freeze-
dried business, I am even more excited about the position. I believe it ofers a great opportunity
to combine my skills and experience in sales and marketing in order to build a dynamic brand
platform that can make a real and lasting impact on Kraft Foods business. I would very much like
to join the team. [This section summarizes qualications and answers why you are the best person for
the job].
I look forward to hearing from you soon regarding your decision.
Sincerely,
[Sign your name]
[Type your name]
Sample Thank-You Email
Dear Greg,
It was nice to meet you at the Kraft brieng on Wednesday night. Thank you for answering my
questions about the various Brand Management positions youve held within the company and
sharing with me your experiences so far.
Im very interested in pursuing a career in food marketing, and I have a few questions about the
more specic day-to-day functions of a Brand Manager within the Foodservice division. At your
convenience, would you have some time to talk via phone? Please let me know what works best with
your schedule.
Thanks,
Michelle
_____________________________________
Michelle Colban, MBA 09
Johnson Graduate School of Management, Cornell University
(917) 968-5659
mcc47@cornell.edu
MBA Rsum
Your rsum is a vital part of your job search. It is used by employers seeking candidates
for position openings; it is used as a calling card when you meet people who might be
valuable contacts in your eld.
A great rsum describes your achievements and skills in such a way that readers can
quickly understand your strengths and easily infer your interests.
The standard Johnson School rsum should be a one-page document summarizing
your education, professional experience, related skills and interests, and personal
interests. Employers in business favor a straightforward, reverse-chronological-order
document. Therefore, we discourage using a functional rsum format. For the
rsum book you are required to use the template we have prepared. This same template
may serve you well in all other instances.
The rsum is not written in complete sentences but in short phrases. These phrases
should convey a great deal in a few words. Insofar as possible, the phrases in the
professional experience section of the rsum should summarize your achievements.
Begin these phrases with strong past-tense verbs, such as Achieved, managed,
coordinated, led, oversaw, facilitated. Whenever possible, quantify the results of your
workfor example, did you reduce costs, increase sales, reduce lead-time, reduce
staf turnover?
Key Words
Make your rsum scannable by applicant-tracking systems. Incorporate key words
and describe your work experience in a way that is meaningful to your target industry.
Develop your key words through research:
informational interviews
job descriptions
trade organization materials
company websites
online discussion groups
For more information, refer to the article, Rsum, Meet Technology: How Your Story
Gets Read by Machines by Lisa Vaas (copyright 2009, The Ladders), reprinted in the
Appendix of this workbook, with permission of the publisher.
What to Omit
The standard professional rsum in the United States does NOT include:
Height and weight or other physical features
Marital status
Objectives
Executive summary
Citizenshipbut work authorization may be included
23
Formatting Specications
Use one page of 8.5" x 11" paper.
Use a clear simple fontsuch as Arial, Palatino, or Times Roman.
Use the font in a 10-, 11-, or 12-point size.
Set the page margins at 1" all around.
Do not use oversized type for your name; do not change type size or style within the
document; use only one font style for a clean, crisp appearance.
Section headings should be in the left margin.
Use boldfaced or italic type to highlight schools, titles, or company names.
Use a list format with bullets to clearly show short, descriptive phrases.
Sample Rsums
The rsums for these alumni (shown on the following pages) are good examples of
one-page Johnson School rsums:
Nicole Craddock 08: Nicole was a career switcher and used this rsum in her
search for a summer internship. She received several job ofers, held a summer
internship with Lehman Brothers in investment banking, and accepted the
permanent full-time ofer that resulted from her internship.
Meloney Moore 08: Meloney conducted an of-campus job search, received several
job ofers, and accepted a summer internship and a full-time position with Diageo.
At the time she prepared the rsum labeled 2006, early in her rst year, she
planned to take the Strategic Brand Management Immersion. She later changed
plans and developed a customized program focusing on international brand
management and negotiations in emerging markets. The version labeled 2007
summarizes her rst-year activities and her summer 2007 internship.
Brad Gallant 08: Brad entered the Accelerated MBA program in the summer of
2007. He was a career switcher and obtained several job ofers through his of-
campus job search. He accepted a full-time position with DTE Energy Services.
Rohit Kumar 08: Rohit used this rsum in his search for a summer internship.
He was a career switcher who is not authorized to work in the United States.
He received multiple job ofers, accepted a summer internship at AT&T and a
permanent position with CapGemini.
Santiago Canela, who is not authorized to work in the United States, obtained
several job ofers through on-campus recruiting. He accepted a summer internship
with McKinsey in Colombia as the result of an of-campus job search.
Kate Capossela was a career switcher who obtained several job ofers through on-
campus recruiting and accepted a summer internship with Johnson & Johnson.
Checklist: Rsum Writing
I have included:
q My name, email address, and preferred telephone number
q Educationinstitutions and degrees, listed in reverse chronological order, including
the month and year I graduated (or expect to graduate)
q Work experiencejobs held, listed in reverse chronological order, including name of
company, job title, and dates held
I have made sure to:
q Convey my achievements in concise, descriptive statements using strong
past-tense verbs
q Demonstrate results, not just tasks and responsibilities
q Quantify results as much as possible
q Write for the reader
(Identify the skills useful in the position for which youre applying and cite examples
of achievements that demonstrate those skills.)
q Use industry terms to make rsum key words searchable
q Avoid jargon
(If you are a career switcher, make sure the reader understands the signicance of
your accomplishments and can imagine you using your skills for his/her ends.)
q Edit ruthlessly and annihilate all unnecessary words and sentences
I have considered including these optional items:
q Majors, minors, concentrations, Johnson School immersions
q Honors and awards
q Named scholarships
q GPA, if it would be considered exceptional
q Special programs and study-abroad experiences
q Short 1- to 2-sentence description of any company, if it is not well known
I have considered including this other informationheaded Other, Personal, or
Interests:
q Languages, including level of prociency
q Professional afliations or certications
q Community service
q Athletic and artistic interests
q Hobbies that I can discuss knowledgeably
q Interests that distinguish me and catch the eye of the reader
24
Sample MBA Rsums
Nicole Craddock
400 Triphammer Road, #L-2, Ithaca, NY 14850
425-985-0261 ngc7@cornell.edu
Education Cornell University, Johnson Graduate School of Management Ithaca, NY
Master of Business Administration, May 2008
Park Leadership FellowMerit-based, full scholarship awarded for
demonstrated leadership, professional and academic achievement, and
community service
Old Ezra Finance Club, Student Council Facilities Chair, Womens
Management Council, Investment Banking Immersion, 720 GMAT
Whitworth College Spokane, WA
Bachelor of Arts, English Literature, May 2002
Magna cum laude, Presidential Scholarship, Faculty Writing Award
Experience Overlake Hospital Medical Center
20032006 Earned rapid promotions based on exemplary performance Bellevue, WA
Awarded Employee of the Month
(20052006) Communication and Market Research Specialist (Strategic Development and Marketing)
Led a cross-functional team to develop a model of care that will better support
the long-term health of elderly patients
Analyzed a merger opportunity and presented analysis to board members
Authored articles for external publications reaching more than 250,000
potential patients
Prepared a written presentation of hospital and market data to complete an
ofcial statement for a $160 million bond ofering
Revitalized and redesigned the organizations internal communication
publication
Mentored and coached less-experienced staf members
(20042006) Market Research Coordinator (Strategic Development Department)
Furthered a multi-year initiative to build a $200 million, 120-bed hospital
in a rapidly growing submarket
Played a signicant role in the submission of an extensive regulatory
application to the Department of Health
Raised community support through PR and outreach campaigns
(20032004) Planning Assistant (Strategic Development Department)
Led a team of 350 participants in the American Heart Association Heart Walk
Supported all members of the department on projects and initiatives
Aromas Naturales Alaska
20022003 Entrepreneur/Marketing and Sales Manager Ketchikan, AK; Everett, WA
Developed a business plan and opened a start-up retail business
Managed all aspects of the business and supervised a staf of 5 employees
Personal
Motorcycle enthusiast and aspiring golfer
Enjoy skiing, snowboarding, and cooking
Advocate for empowering homeless youth to exit street life: served as a
mentor for homeless youth in Spokane, WA and received 30 hours of training
in this area
Taught English as a second language in China and Vietnam
Performed relief work in Honduras following Hurricane Mitch
MBA Focus Template
First Name Last Name
Street Address, include apartment #, City, State ZIP
000-000-0000 youremail@cornell.edu
Immersion (optional)
Ofcer/Member, Name of Clubs; continue with Clubs divided by semicolons
or commas
Undergraduate College City, ST
Bachelor of Xxxx, Month Year
Highlight only major leadership or major achievements, using only one line
Experience Company Name City, ST
20032005 Position Title (most recent)
Depending on responsibilities you may want to write 1-2 lines here describing
essence of your work OR describing the company if not commonly known.
Follow with bullet points. [Refer to pages 2223 in this workbook.]
Highlight accomplishments in this space; rsums are not job descriptions.
Start your sentence with an active verb, not a passive one.
Use past-tense verbs to show what you have accomplished.
Quantify results as much as possible.
Use key words that will catch a recruiters eye.
19992003 Company Name City, ST
Position Title
Emphasize accomplishments that are relevant to the job you want.
Be specicomit unnecessary words and sentences.
19981999 Company Name City, ST
Position Title
Write without reference to rst person (I, me, or my).
Enter the R (result) from your PAR.
Skills/Awards
Language Skills, Certications, etc., if relevant to desired position
[If fewer than two outstanding entries, omit this section.]
Personal
Put personal interests that will distinguish you from other applicants here,
can use commas.
Volunteer service, miscellaneous leadership; can separate with commas.
If no Skills/Awards section, you may put more information here.
25
Meloney Moore
518 Dryden Road Apt #B3F, Ithaca, NY 14850
H-607.319.0880 C-917.749.1941 mm523@cornell.edu
Strategic Brand Management Immersion
Marketing, Black Graduate Business, and Asian Business Associations
University of Notre Dame South Bend, IN
Bachelor of Business, May 2001
Marketing and Government, International Business Certifcation
Thurgood Marshall Scholar, Diversity Leadership Award Recipient
Deans List
Experience Liz Claiborne Accessories
20012006 Sr. Brand Planner for Juicy Couture, Lucky, and Kenneth Cole Accessories New York, NY
Facilitated brand diversication strategy by providing strategic analysis to
senior management in the area of new brand initiatives
Result: Aided team in achieving $9 million in annual revenue
Increased the efciency at which senior management analyzed the business
through the design of an automated database tool that recaps weekly sales
opportunities, inventory position and business performance at retail
Result: Identied more than $20,000 a week in additional sales opportunities
Implemented an inventory/sales planning tool that allowed merchandisers to
balance inventory, sales to focus eforts on owned inventory, and production to
increase internal margins
Established division-wide process to anticipate potential loss in revenue due to
shortage of supply, late shipping, and order errors
Result: Identied more than $1 million in monthly shrinkage
Conducted external research to efectively manage the sale and production of
a $2 million replenishment suiting program
Result: Achieved 95 percent ll rates; exceeded expected budget by 15 percent
Worked closely with retailers to understand competition and sales trends in
order to provide strategic direction to the design and merchandising teams for
future product development initiatives
Result: Initiated re-pricing strategy for Ellen Tracy Handbags
Awards
Liz Claiborne Accessories Cross-Functional Leap-Frog Award (2006)
Notre Dame Young Alumni Award for volunteering eforts (2006)
Liz Acts Volunteer Achievement Award (2005 and 2006)
Competed 16-month cross-functional executive leadership training program
(2002)
Personal
Professional workshop facilitator for inner-city scholarship fund
Scheduled to learn uent Mandarin in fall semester of 2007
Wine enthusiast, member of Johnson School Wine Club and Sheldrake Point
Wine Club
Meloney Moore
518 Dryden Road Apt B3F, Ithaca, NY 14850
917.749.1941 mm523@cornell.edu
Global Marketing and Negotiations in Emerging Markets Focus
VP of Marketing, Johnson on Tap
Member of Asian Business Association
University of Notre Dame South Bend, IN
Bachelor of Business, May 2001
Marketing and Government, International Business Certifcation
Thurgood Marshall Scholar, Diversity Leadership Award Recipient
Deans List 01
Experience Diageo
Summer 07 MBA Marketing Intern on Beer Innovation New York, NY
Presented recommendations to management on strategic opportunities
within the craft beer industry
Result: Provided executable strategies for existing brand portfolio
Worked closely with brand managers, distributors, and ad agencies to develop
an on-premise test strategy for Red Stripe Draft
Result: Maximized test performance by identifying key commercial barriers
and location opportunities for the new product launch
Presented market opportunities for a new beer brand within a new
beer category
Result: Provided team with entry strategy
Liz Claiborne Accessories
20012006 Sr. Brand Planner for Juicy Couture, Lucky, and Kenneth Cole Accessories New York, NY
Facilitated brand diversication strategy by providing strategic analysis to
senior management in the area of new brand initiatives
Increased the efciency at which senior management analyzed the business
through the design of an automated database tool that recaps weekly sales
opportunities, inventory position and business performance at retail
Result: Identied more than $20,000 a week in additional sales opportunities
Implemented an inventory/sales planning tool that allowed merchandisers to
balance inventory, sales to focus eforts on owned inventory, and production to
increase internal margins
Result: Contributed to the achievment of $76 million in annual revenue
Established division-wide process to anticipate potential loss in revenue due to
shortage of supply, late shipping, and order errors
Result: Identied more than $1 million in monthly shrinkage
Skills/Awards
Emerging Markets: Japan and Korea Study Trip (2008), South African
Exchange Program (2008), Turkey and Bulgaria Study Trip (2008), China
Study Trip (2007)
Accomplishments: Awarded Liz Claiborne Accessories Cross-Functional
Leap-Frog Award (2006); awarded Notre Dame Young Alumni Award for
volunteering eforts (2006); awarded Liz Acts Volunteer Achievement Award
(2005 and 2006); competed 16-month cross-functional executive leadership
training program (2002)
Personal
Professional workshop facilitator for inner-city scholarship fund
Hobbies include wine tasting and beer brewing
2006 2007
26
Bradley Thomas Gallant
222 Summerhill Drive, Apt #1, Ithaca, NY 14850
607-221-5522 btg27@cornell.edu
Energy Club, Net Impact, Automotive X Prize (AXP) Competition, Finance Club
Big Red Ventures FundNovomer and Optimal Energy Systems, Inc. projects
Winner of Johnson School McAllister Essay Award for excellence in writing
University of Findlay Findlay, OH
Master of Science, Environmental Management, November 1999
Innovative curriculum focused on environmental risk management,
sustainable development, and environmental compliance
Completed program while working full time
Ohio University, Russ College of Engineering Athens, OH
Bachelor of Science, Civil Engineering, March 1996
Completed three civil/environmental engineering internships
Phi Kappa Tau Fraternity, philanthropy chair
Experience Corning, Inc.
2007 Management Practicum consulting project Corning, NY
Conducted segmentation study of the non-road diesel-emission-
control market
Reported on customer purchasing procedures and preferences, and
developed strategic business development recommendations
Conestoga-Rovers & Associates, Inc.
19972007 Project Manager Detroit, MI
Managed 20+ facility closure/redevelopment projects with fees
exceeding $10 million for a variety of clients including General Motors,
Ford, Delphi, and DTE Energy
Developed and administered more than 30 construction contracts
for projects involving multiple sub-contractors and aggressive project-
completion schedules
Led business-development initiative focused on Sarbanes-Oxley Act
compliance
Awarded the Michigan Association of Environmental Professionals Award for
Environmental Excellence for General Motors Ypsilanti Powertrain Renovation
Project
Received the Conestoga-Rovers & Associates Detroit Ofce Dedication Award
Published two articles in peer-reviewed journals
Ohio Environmental Protection Agency
19961999 Environmental Specialist II (Division of Surface Water) Columbus, OH
Developed design guidance that improved consistency and reduced permit to
install application review time by an estimated 2030 percent
Promoted to Coordinator of the Ohio Biosolids Management Program (1997)
Represented the Division of Surface Water on public and industry advisory
committees tasked with reviewing proposed environmental legislation
Personal
Licensed Professional Engineer, Michigan (#46864)
Member of the American Society of Civil Engineers and Urban Land Institute
Enjoy golf, history, and travel
Rohit Kumar
400 Triphammer Road, WestView Apt. #B1, Ithaca, NY 14850
914-552-6605 rk278@cornell.edu
Managerial Finance Immersion; Leadership Focus; GMAT 720; GPA 3.8/4.0
VP Johnson Consulting Club; BRI Consultant; Old Ezra Finance Club
Teaching Assistant for Finance, Cost Accounting
PresidentJohnson Squash Club; member of Toastmasters
Pune University, Army Institute of Technology Pune, India
Bachelor of Engineering Electronics and Telecommunications , June 2001
First Class with Distinction (top 5 percent of graduating class)
Winner of the intercollegiate debate contest Verve 2001, from among 97
Indian colleges
Recipient of Best Student Award and the Rajshekhar Trophy for best in
extra-curricular
Experience Infosys Technologies Limited
20052006 Business Consultant London, UK
Managed relationship with sales and key client for $1 million revenue project;
added projects worth $3 million to account portfolio in 6 months
Led a team of 5 consultants in a client-facing role on a technology M&A
engagement in the ber-optic space and conducted post-merger systems
integration
Performed advisory role identifying new growth opportunities for the largest
telecom service provider in the United Kingdom
Developed a roadmap for the largest ber-optic network migration program in
Europe; identied issues and prepared risk-mitigation strategies
Performed industry competitive analysis and streamlined organizational
efectiveness by implementing strategically viable practices; achieved cost
savings of $60 million
20032005 Programmer Analyst Bangalore, India
Led teams that designed and developed cutting-edge networking applications
in record time and budget of $100,000; zero-defect delivery consistently for 2
years
Co-designed Internet routing algorithm that increased data throughput
efciency by 40 percent; algorithm design led for patent
Anchored the rst ever Technology Summit within the division; initiative cited
by CEO and event now conducted annually
Recipient of the Excellence Awardamong top 100 performers from 60,000
employees
20022003 Software Engineer Bangalore, India
Automated client application testing processes; decreased test-cycle time by
90 percent
Mentored fresh entrants; executed a formalized training plan
Led a voluntary team of web designers in designing a web portal for the entire
division
Personal
Fluent in Hindi, Bengali, Punjabi, and Marathi (basic reading)
Member of Toastmasters International (3 years); won several public-speaking
contests
Volunteered in school for visually impaired children; organized a charity
walkathon in which more than 5,000 citizens participated
Led several trekking teams, including one in the Himalayas
27
Santiago Canela
700 Warren Rd, Apt. 123E, Ithaca, NY 14850
607-379-3496 sc749@cornell.edu
Healthcare & Biotech Club; Leadership Track;
General Management Club and Golf Club
Universidad de los Andes Bogot, Colombia
Bachelor of Mechanical Engineering, September 2001
(scored 5.0 out of 5.0 on graduation research thesis)
Bioengineering Research GroupCardiovascular Fluids Dynamics
Experience The Linde Group, Hospital Care Business Division Bogot, Colombia
20032007 Customer Relationship and Project Management Manager
South America North (Colombia, Venezuela, Ecuador, Per)
Supervised a team of 4 sales representatives in Colombia accomplishing a
ten-fold sales increase and the creation of a new value proposition for
Colombias small-customer business segment.
Co-led a CRM program implementation for Colombia and Argentina through
the management and motivation of a cross-functional team of IT, human
resources, sales, marketing, and customer service personnel.
Created toolkits and methodologies for future CRM implementations.
Colombia and Argentina CRM project became a model for Linde Gas
Therapeutics. Rollouts being evaluated in Europe and United States.
Led region-wide CRM Project rollout in Venezuela, Ecuador, and Per
by managing CRM coordinators in each country and coordinating cross-
functional teams of IT, human resources, and sales in each country.
Assisted the commercial coaching team by catalyzing and leading sales
managers towards improving sales force efciency, efcacy, and cultural
change within Colombias sales force.
Played a role in setting priorities and strategies and ensuring project-
management best practices for all key projects in the region, as a member of
South America North Market Development Team.
Selected for company-designed graduate management studies at Los Andes
University in Colombia and worldwide Linde University Trainings (high-
potential employee program).
Implemented the rst websites for Linde Gas Therapeutics in Colombia,
Ecuador, and Per.
Applications Engineer (20032004)
Responsible for sales, collections, and customer relationship at key accounts.
Designed an IT-Dashboard for sales and marketing follow-up and control.
Promoted to management after 9 months of work (average time: 4 years).
Marubeni Corporation Bogot, Colombia
20022003 Commercial AssistantMetal and Mineral Resources Division
Achieved sales quota of US $35 million/year for Colombia, Ecuador, Panama,
and Central America.
American Glass Products Bogot, Colombia
2002 Research and Development Engineer
Performed research and development of new products involving advanced
plastic and glass materials.
Personal
I Believe in Colombia Foundation volunteer. Project proposal to World Bank.
Independent software developer. Sold to major corporations (Allianz, Unilever.)
Passionate about golf (handicap 4).
Kate Capossela
523 East Buffalo Street #10, Ithaca, NY 14850
ac645@cornell.edu ~ 415.272.8352
Education Cornell University Ithaca, NY
Roy H. Park Leadership Fellow: Merit-based, full-tuition scholarship
and leadership program; S.C. Johnson Case Competition Winner
Strategic Brand Management Immersion; Admissions Ambassador, Cornell
Chorale, member of Marketing Association and Net Impact
Stanford University Stanford, CA
BA, Political Science with Honors and BA, French Literature, June 2001
Internships at U.S. Department of State, Institut dEtudes Politiques de Paris
School of Education Research Assistant
Chamber Chorale, East Palo Alto Youth Mentor, Peer Tutor
Ecole Superieure de Commerce, 19992000 Paris, France
Conducted Honors Thesis research at Bibliothque Nationale de France
Experience The Asia Foundation (20032007)
$120-million international development fund with 17 ofces across Asia
20052007 Manager, Corporate Relations San Francisco, CA
Achieved 125% percent increase in corporate/foundation partnerships,
including 13 rst-time partners
Managed more than 20 partnerships with Fortune 500 companies to
implement customized corporate social responsibility and international
development initiatives across Asia
Oversaw production of marketing proposals (45/year) with cross-functional
teams in 17 eld ofces
20032005 Associate, Corporate Relations
Created Womens Advancement Fund: rst vehicle to market foundations
womens programs
Created 50-page marketing proposal handbook, including templates for
branding, nancial reporting
Managed team operations, including business development pipeline and
direct-mail campaigns
Partnered with CFO to develop accounting training for more than 15 new staf
20012003 Women in International Security (WIIS) Washington, DC
Professional association for 3,000+ foreign afairs experts
Program Director
Established WIIS network of more than 100 civic and government leaders in
Latvia, Lithuania, Estonia
Managed marketing and program development for 42 policy and career
programs annually
Managed media relations, securing regular interviews on ABC News, PBSs
NewsHour with Jim Lehrer, C-SPAN
Assumed leadership responsibilities for six months after CEOs departure
Community Leadership
Young Nonprot Professionals Network, board of directors, 20052007
College Bound Foundation, youth mentor, 20052007
20s30s Volunteer Association, president, 20042006
Languages Fluent French, procient Spanish, conversational Italian, beginning Arabic, Japanese
Personal Classically trained singer; enjoy sailing, hiking, and writing
28
A Crucial Strategy
Put simply, networking is a systematic approach to building relationships with other
people. Some of you may already have an extensive network of contacts built through
your undergraduate university and work experience, friends, and family. Others may
shun networking and look at a room of strangers with anxiety. Whether youre an old pro
or a networking novice, growing your network will become a crucial part of your MBA
experience, career search, and strategy for the future.
The purpose of networking is to provide you with facts, perspectives, and referrals to
key contacts. Networking can help you gain information on a job function, industry, or
geographic area. It can give you an understanding of the organizations culture and the
skills required for a certain job. It can help give you a competitive edge in interviews,
enabling you to carry on a deeper conversation because you know more about the
position or company. Most important, networking can lead to referrals for positions
within the organization or in other organizations. Many types of organizations depend
more on referrals from colleagues to hire appropriate candidates than they do on
campus recruiting.
Tips: Networking
Use a referral whenever possiblebut only if you have permission to use the
persons name.
Make the networking a two-way process. Listen attentively to understand the interest
of the person you have contacted, then follow up with information of interest to this
person.
Treat the networking appointmenteven a phone interviewas seriously as a job
interview. Be on time and dress professionally.
Prepare for the meeting by using social networking tools such as LinkedIn, or do a
search on Google to learn what you may have in common with the personthis can
make a big diference in your ability to establish a bond.
Prepare a 30-second pitch to explain the purpose for your call, and write out your list
of questions.
Be clear about your expectations and what youre hoping to gain from the interaction.
Researchers have proven that if you smile into the phone, your voice, tone, attitude,
and self-condence will improve markedly.
Always end the conversation by asking if the person can suggest someone else for you
to contact.
Send a thank-you note or email to explain what you did with the information you
received or what action you took as a result of this persons advice or referrals.
Keep good records. Many students develop a spreadsheet with the name, company,
phone, email, mailing address, date, action taken, thank-you note, follow-up needed.
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
Networking
29
Activity 11: Map Your Network
Step 1
Think about the industry and function you are pursuing. Consider the strength of your
connections and the degree to which each of these is a good match in the industry or
function of primary interest to you.
Understand the various types of connections:
First-degree networking connections (those closest to you) are strong. These include your
family and friends, former colleagues at work, andan important networking resource
your classmates.
Second-degree connections include people you have never met but with whom you
have a mutual connection. These include acquaintances, referrals from friends or other
acquaintances, guest lecturers in class, contacts collected from the Johnson School
alumni directory (or other educational institutions you attended), and networks such
as LinkedIn.
Third-degree connections (those farthest from you) are weakest. These include people
with whom you have no personal connection but with whom you are afliated because of
a common organization, like a professional organization, to which you have belonged.
Step 2
Use the adjacent diagram to map your network:
Start with your rst-degree connections, whose names all go in the inner ring of the
circle, closest to Me. If their industry or function is a good match (primary) for you,
they go in the upper half of the inner ring; if their industry or function is not a perfect
match for you (secondary), they go in the lower half of the inner ring.
Next, add the names of your second-degree connections into the second or middle
ring of the circle, either in the upper (primary) half or lower (secondary) half,
as appropriate.
Finally, add the names of your third-degree connections into the third or outer ring of the
circle, either in the upper (primary) half or lower (secondary) half, as appropriate.
Step 3
Primary connections that are in the inner ring around Me are the most likely to provide
relevant connections, but your entire network is valuable. You need to be strategic about
building your network.
Answer the following questions:
Will my network help me achieve my career goals?
If not, where does it fall short?
Do I need to build connections in the primary industry or function?
Can I make stronger connections with anyone in the primary industry or function
to move them from a weak connection to a strong one?
What kinds of people should be in my network?
How can I reach out to them?
F
ir
s
t-d
egree conne
c
tio
n
s

S
e
co
nd-degree connectio
n
s
Third-degree connection
s
Primary Industry/Function
Secondary Industry/Function
Primary Industry/Function
Secondary Industry/Function
Me
30
A Note about Online Social Networking
Online social networks can be valuable in your career searchif you use them wisely.
Leverage Your Networks Appropriately
Many people like to separate business interactions from social, more informal
contacts. Concentrate your business networking on websites specically focused
on business, like LinkedIn. In general, dont use socially oriented websites to build
your business connections. However, some companies have a presence on the social
websites, and reaching out to companies through these sites can prove benecial.
If needed, clean up your online image. Delete any compromising photos,
comments, etc. from your web pages. Google yourself. If you nd unattering
information, ask those who posted the information to remove it. Recruiters
frequently search for candidates online before granting an interview or making a
job ofer.
Similarly, be careful of what you tweet (on Twitter) and post (on Facebook and other
social networking sites). Avoid posting disparaging comments about people and
companies. Recruiters may be able to search for you and see what you posted.
Build Your LinkedIn Prole
Provide details of your work experience. Include a summary that characterizes how
you want recruiters to view you. Consider your unique value proposition.
Build your network by adding those you have some relationship with. Include
classmates, friends, past co-workers, and your CMC advisors.
When you send invitations to contacts to join your network, incorporate a
personalized message, instead of boilerplate. State how you know the person.
Dont take personal ofense if someone does not accept your invitation to join your
network. Many people are very selective about who they include in their networks.
If you want to reach out to a person who is not in your network, see how that person
may be connected with someone else who is in your network. If the person is a
rst-degree contact with someone in your network, request an introduction. That
way, you have a warm introduction, and the contact is more likely to communicate
with you. Alternatively, if you have a paid LinkedIn account, you can send an in-mail
directly to the person, even if s/he is not in your network. (However, introduction by
a friend is more likely to garner you a response.)
Request recommendations from former managers, co-workers, faculty, and others
who can vouch for your work. Ofer to provide recommendations for them as well,
if appropriate.
Join relevant groups. Job leads are frequently sent through these groups. In
addition, recruiters can search by groups, so you may become easier to nd. Groups
to consider include the Johnson School, alumni groups from your undergraduate
institution, Ivy League groups, Greek organizations, corporate groups (from your
former employers), groups relevant to your target industry and function, groups
related to your hobbies and interests, and other afnity groups.
See the Career Management Center for more information on managing and leveraging
your online social networks.
Sample Questions for Networking
Successful networking requires preparation. You are asking people to give up their time
to help you. Thoughtfully plan your questions ahead of time. Here are some examples of
what you might ask:
Career Paths
Could you describe your career path?
What jobs did you hold before your current position?
Why did you develop your interest in this career?
What types of jobs are MBAs hired into? What would the career trajectory look like
after a couple of years in that rst position? In 10 years?
How did you get hired into your rst position after graduate school?
How have you managed your work and life balance?
Job Content and Responsibilities
Could you describe your day-to-day responsibilities? How do you spend a typical
workday or week? How much time are you with people versus working with data?
What do you like most and least about your job?
Could you describe your work environment or corporate culture?
Could you describe the workplaces organizational structure (formal and informal)?
How many people report to you? To whom do you report?
Career Preparation
What skills do employers seek in a new MBA hire? What personal abilities are
important for success?
What courses or training have been most helpful to you?
How do students nd summer internships in your eld? How else might I gain
direct or indirect experience before graduation?
If you could do anything diferently in your career preparation, what would it be?
Are there professional associations that are particularly helpful?
31
Activity 12: Networking Preparation
Step 1
Think of an individual on your networking map with whom you have a weak connection
that would like to strengthen. Consider how to develop a plan to contact him or her.
__________________________________________________________________________
Step 2
To help you develop the plan, answer these questions:
Will you conduct this networking by email, telephone, or letter?
__________________________________________________________________________
By what date?
__________________________________________________________________________
What do you hope to gain from this networking, and what can you offer in return?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 3
Write out a 30-second introduction that you could use for a cold telephone call.
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 4
List at least ve questions you will ask during the networking session.
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Cold-Call Scripts
Many students have discovered that direct calls are quicker and more productive than
letters. Whenever you telephone someone, explain why you are calling and ask to set
up a phone or personal appointment. Remember, your purpose is to gain information
as you investigate a particular eldnot to obtain a job. Be sure to have your 30-second
introduction ready.
Phone Script Example
Hello, my name is [rst name/last name]. Im a rst-year student at the Johnson
School, and I was referred to you by [rst name/last name] [or, I located your name on
the Johnson Alumni Connection or [specic social network]]. Im calling because Im
interested in operations management, and Id like to talk to you about your experience
in the eld. Could we set up a time to talk for about 15 minutes?
Alternately, you can ask to meet in person: Ill be in San Diego during January break,
and Id like to meet with you then, if you are available.
Do not ask the person to answer your questions about the eld during your initial call,
but be prepared to start the conversation immediately if they say, I can talk right now.
What would you like to know?
Email Script Example
The following script can work for either a cold or warm email, but in the case of a warm
email add the personal connection so the recipient knows who referred you:
Subject: Introduction
Dear Mr. Smith:
I am a rst year student at the Johnson School at Cornell University and I came across your name
on the Johnson Alumni Connection database. I have three years work experience in nancial
analysis for Citi, and Im currently exploring opportunities to leverage this experience in investment
banking.
I am writing to see if it would be possible to set up a meeting with you to learn more about
[company] and hear how you built your career after leaving the Johnson School. I will follow up by
phone next week to see if we can nd an agreeable time to meet. Alternately, you can reach me at
[email] or [phone].
I have also attached my rsum so you can see the kind of work I did for Citi. I look forward to
hearing from you soon.
Sincerely,
First name Last name
32
Contact Person Interview Follow-Up
Date Name Email Address Phone Found Via Form of Contact Purpose of Contact Opening Statement
How to
Establish Rapport Questions to Ask Next Steps Notes

Activity 13: Organize Your Job Search
It is important to organize your job search in order to keep track of your target companies,
contacts, notes of your interactions, and next steps.
Consider using the following layout as a start, then customize it as you see t. Other
students have also used CRM software such as Salesforce.com. Use the tools that work
for you.
33
Your classmates!
The Johnson Alumni Connection at https://admin.johnson.cornell.edu/alumni
Professors from the Johnson School and from your undergraduate institution
Cornell Alumni Online Directory
JTS, with names and addresses in the Contacts section of the database
On-campus recruiting contacts business-card binder in the Career Management
Center
The Career Search database on the Management Librarys website
Your former professional colleagues and members of athletic teams, fraternities,
sororities, or military organizations
Alumni databases from your undergraduate institution
Former clients and vendors of your previous jobs
Family friends and other personal contacts
Guest lecturers at the Johnson School
Professional organizations
Annual reports of corporations
Chambers of Commerce in the cities you are targeting
LinkedIn, Facebook, and other social networks
Professors
Contact Person Interview Follow-Up
Date Name Email Address Phone Found Via Form of Contact Purpose of Contact Opening Statement
How to
Establish Rapport Questions to Ask Next Steps Notes

Resources
34
On-Campus Recruiting
In an average year, about 45 percent of students who seek summer internships accept
job ofers resulting from on-campus recruiting. Most jobs are in the nancial services
and consumer products industries.
The Career Management Center (CMC) manages corporate recruiting relationships and
the Johnson Talent System (JTS), the Cornell Johnson School online career management
platform. The CMC coordinates on-campus recruiting, schedules corporate briengs and
interviews, develops relationships with alumni and corporate contacts, and continually
researches new companies.
Keys to Successful On-Campus Searches
Be clear about what you want to do and what you ofer.
Make your rsum ready to submit for formal applications by mid-December.
Research companies and positions; get a rm understanding of what positions entail.
Talk to second-year students who worked at the companies over the summer.
Act professionally at all corporate functions, including signing up, arriving on time,
dressing appropriately, being respectful, and wearing your Johnson School name tag.
For clarication of these issues, see the Policies of the Career Management Center
(at the end of this workbook) and the Johnson School Honor Code.
Planning Calendar
This planning calendar will give you an idea of what you should be doing when:
August
Attend Just About Careers
September
Corporate briengs start
Second Year: On-campus recruiting rsum drops begin
Complete PAR worksheet and practice over break
Reafrm career goals and review CareerLeader
results
October
Second Year: On-campus interviews
November
Second Year: On-campus interviews
December
First Year: Rsums due for summer internships
January
First Year: Internship interviews start
Executing Your Job Search
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
35
On-Campus Corporate Functions
Corporate Briengs: These events usually take place in Sage Hall and are held Monday
through Thursday beginning at either 6:15 p.m. or 7:30 p.m. They are an hour and 15
minutes long, including the companys presentation and a reception. There can be up
to six briengs on any given evening; students need to plan their time wisely to avoid
brieng burn-out.
Night Before Briengs: Companies often meet with students the night before their
scheduled interviews. Candidates are usually required to attend. The briengs serve two
purposes: they are opportunities for company representatives to see the candidates in a
more social venue, and for students to have a chance to ask questions about the company
that will benet all interviewees and enable the next-day interview to be more focused on
a candidates skills.
On-Campus Interviewing
Companies have complete discretion regarding details of their visits (length and
number of interviews, closed/open, requirement of U.S. work authorization, etc.).
Logistical changes occur frequently and are posted immediately to JTS. It is the students
responsibility to check for changes. Most on-campus interviews are faceto-face, in-
person interviews. Occasionally they are video-conference or telephone interviews.
Companies may conduct back-to-back interviews in which students will have two or
more interviews with diferent, and sometimes multiple, company representatives.
These interviews are usually, but not always, conducted one after another and normally
take up a block of time longer than the traditional single interview (one to one-and-a-half
hours or more).
There are three types of interviews; companies determine the mix of interview slot types:
Invite Only: Companies select the candidates they would like to interview. The selections
are most often made from rsum submissions, the online rsum book, or from
personal interactions that the company has previously had with a student.
Open for Bid: Students expressing interest in interviewing through bidding. Each
student gets 1,000 points in his or her rst year and another 1,000 points in the
second year to bid on open interview slots. There is a minimum bid of one point to be
considered. If you win, you are charged what you actually bid. Students can allocate bid
points however they would like as soon as they have access to JTS. A winning bid is
charged to the bid account.
Open for All: Anyone can sign up on a rst-come, rst-served basis as long as he/she
meets the criteria that the company has specied. These schedules generally occur when
the companys original schedule has not been lled by the other two types of interviews.
Johnson Talent System (JTS)
The Johnson Talent System is an integrated recruitment, job-search, rsum database;
employer research; and CMC activity system. It is available only to matriculated Johnson
School students. There are training sessions in the fall about the system and the
recruiting process within which it operates.
Quick Reference Guide for JTS
To Apply for On-Campus Interview Opportunities
To see who is coming for on-campus interviews and get details on their interview plan:
Click on Interviews in the Job Opportunities box.
From the Interviews tab at the top of the page, select your preferred options to
narrow your search, if desired.
Click on the Include On Campus box. Click on Search.
A list of all companies, the jobs they will be interviewing for, and the deadlines
will appear.
You may access greater detail on the company or job by clicking the hyperlinks.
You may sort most of the column headings (Title, Company, Application
Deadline, etc.).
To submit a rsum for consideration for a closed interview slot:
From the Job Search page, click on the Title of any OCR job.
Select your preferred rsum from the drop-down menu in the My Action box.
Browse to select your cover letter. Click on Upload Cover Letter at bottom of page.
Click on Rsum Submission.
To place a bid for consideration for a bidding slot:
From the Job Search page, click the View link next to the job, or you may click on
the Job Title.
Click on the Place Bid Tab.
Select the rsum that you want to submit from the pull-down menu.
Enter the amount of points you want to bidup to your total of 1,000. Minimum
bid point amount = 50.
To Conrm and Schedule an Interview
To accept or decline an invitation:
You will receive an email, or you may click My Invites from the On Campus Visit box.
On My Invites:
My Status will be Invited.
Action will be Accept/Decline Invitationclick on this link.
You may select the rsum you want to use for the interview (if it difers from the
rsum submitted) and then click on the Accept button to accept the interview.
If you cannot attend, click on the Decline button. This is permanent and cannot
be changed. Be very careful when doing this, because if you decline, then the next
student on the wait list will move to the invited status.
If you change your mind after accepting the interview, you will be able to click on
the Decline link under My Status.
36
If you do not accept or decline by the Final Student Deadline, the system will drop
your invitation automatically. This action is permanent, and an alternate student
will be given the invitation to interview.
Once the deadline has passed for accepting/declining interview invitations, you will
be sent an email with your interview time.
To check your interview status and conrm time slots:
You will receive an email, or you may click My Interviews from the On Campus
Visit box.
On My Interviews, the time of your interview will appear under status. In addition
the nal student deadline will appear.
You can accept, swap, or decline the time slot.
If you do not take an action before the nal student deadline, the system
will automatically drop you from the schedule and your slot may be given to
another candidate.
To swap interview slots:
You will receive an email, or you may click My Interviews from the On Campus
Visit box.
Click on the Job Title or the Swap/Cancel Action on the Interviews list.
On My Interviews click on Swap Requests and the full schedule will be shown.
Check the radio button next to a time slot that is still open, or click Make Swap
Request next to each student with whom you are requesting to swap (you can select
one, multiple, or all). You can withdraw a swap request by clicking on Withdraw link.
Click the Swap Request button when you have completed making your requests.
Emails will be sent, and students must go into JTS to accept or decline through the
Swap Request link under Action in My Interviews.
Once one student has accepted, the swap will take place automatically (and all other
swap requests will be cancelled).
Swap requests cannot be made after the schedule is nal.
To review job listingsan excellent vehicle for learning about job opportunities available
via on-campus recruiting and of-campus searches:
Click on the Job Search button at the top of the dashboard.
If you are conducting an of-campus search, make sure the Include On Campus box
is not selected.
Select your preferred options for keyword, job location, function, or industry. You
may also conduct an Advanced Search using more options. We recommend you
dont narrow your search too much.
Remember that new jobs are constantly added to the system; summer internships
are primarily posted in the spring semester
We keep job postings for 12 months following the application deadline, so please
make note of the application deadline. You can use expired jobs as a resource for
learning about other job opportunities.
To research employers:
Select the Company Research button.
Several companies have notes and attachments based on staf visits. You should
always review these if they are present.
To see if interview feedback lists are in:
Click the Interview Feedback link on the dashboard.
Select the appropriate list, either MBA I or MBA II.
If the interview feedback has been submitted, you can make an appointment
through the CMC front desk to see an advisor and review your feedback.
Checklist: Are You Ready for On-Campus Recruiting?
q I have correctly completed my Detailed Prole in the My Prole section in JTS and
have formally indicated that Im seeking employment.
In JTS I know how to:
q sign up for a corporate brieng
q submit my rsum and cover letter for a particular job
q accept an invitation for an interview
q decline an invitation for an interview
q arrange to swap interview times
q My rsum is strong and has been critiqued by at least two-second year students,
my Career Work Group coach, and one Career Management Center advisor.
q I am following the news about ve companies that are recruiting on-campus and
that really appeal to me.
q I have practiced a strong handshake, my pitch, and several PAR stories with
my Career Work Group.
q I have communicated with an alumnus/a in each of the companies that Im targeting.
q My suit and shirt/blouse are clean and pressed. My dress shoes are polished.
37
Of-Campus Job Search
On average, approximately 55 percent of students seeking summer internships accept
ofers that result from of-campus job searches or activities other than on-campus
recruiting. Students who are interested in working for companies that do not recruit on
campus should begin networking and planning their job-search strategies early in the
academic year. You will nd that the career search skills you acquire at business school
will serve you throughout your lifetime. The primary diference with an of-campus
search is the efort necessary to structure your calendar to include sufcient hours for
job-search planning and execution. The earlier you start, the more successful you will be.
Who Conducts Of-Campus Searches?
Everyone should consider an of-campus component to his or her search. Unfortunately,
not everyone who tries to get a job through on-campus recruiting will be successful.
Of-campus searches are particularly useful for:
Students looking for jobs in geographic areas not generally covered by on-campus
recruiting (such as Chicago)
Students looking for specialized jobs or industries (such as sports-apparel
marketing or real estate)
Keys to Successful Of-Campus Searches
Be clear about your goal and what youre ofering an employer (see the section
Positioning Yourself).
Have a good rsum (see the section Positioning Yourself/MBA Rsum) and
know how to write a strong cover letter (see the section Positioning Yourself/
Cover Letters).
Be comfortable presenting yourself, and be prepared for an interview.
Build job-search time into your calendar. Dedicate a certain amount of time each
week to job-search exploration, industry research, and networking.
Utilize your network efectively and often.
Actively participate in your Career Work Group.
Attend Just About Jobs in Boston or other targeted cities if you are interested in
specic geographic areas.
Attend of-campus recruiting events, such as annual conferences of the National
Society of Hispanic MBAs (NSHMBA), National Black MBA (NBMBA), Net Impact,
Global MBA/Masters Employment Conference, or other conferences for particular
industries or sectors in which youre interested.
Talk with a Career Management Center advisor about your job-search strategy.
Planning Calendar
Its important to start early and plan ahead when conducting an of-campus job search.
A planning calendar will give you an idea of what you should be doing when:
August
Corporate Briengs start
September
Create marketing plan
October
Develop list of networking contacts and begin to touch base with them.
Maintain a log of each contact, action taken, and next steps.
November
Arrange networking visits for winter break.
First Year: Practice mock interviews; fulll requirement of two mocks.
Determine job-search commitment for spring semester (for example, what days/
hours to work on job search).
December
First Year: On-campus recruiting rsum drops begin for internships.
Complete PAR worksheet and practice over break.
Rest! Reafrm career goals and review CareerLeader
results.
January
First Year: Network on immersion trips.
Begin networking via email to set up visits during spring break.
Attend student treks.
Join an of-campus job search group.
February
Just About Jobs events
Continue to network/arrange spring break visits.
Check in with a CMC advisor on status.
March
Finalize spring break informational meetings.
Conduct informational interviews over spring break.
Just About Jobs event, West Coast
April
Continue to network.
Provide a status report to individuals contacted in January/February.
May
Continue to network.
Provide a status report to individuals contacted in January/February.
38
Step 1: Planning
Refer to your CareerLeader
results as a starting point and complete this section. (If you

already have a rm idea of the job function, industry, companies, and geographic location
that you are targeting, skip ahead to Step 2.)
My ideal job function (or the tasks Id like to be doing on a regular basis):
__________________________________________________________________________
__________________________________________________________________________
I want to work in this function because:
__________________________________________________________________________
__________________________________________________________________________
My preferred industry (or industries I feel passionate about):
__________________________________________________________________________
I want to work in this industry because:
__________________________________________________________________________
__________________________________________________________________________
I would feel most fullled working for a ________________ company. (If youre not sure,
think about the size of company that would make you the happiestdo you want to work
for a Fortune 100 company, a start-up, one thats public or privately held?)
I would feel comfortable working ___ hours per week.
I would like to travel ___ percent of my time. (Think about whether you are interested in
domestic or international travel.)
In my priority list, money falls ________________________. (It may help to revisit your
values list from your CareerLeader
results.)
I would like to live ____________________________________________. (Consider any
family or relationship factors that weigh this issue for you.)
I would consider living ________________________________________.
Given my preferred industry, function, and geographic location, here is a list of
companies that I would like to work for. (It might help to review the section
Understanding the Marketplace.)
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 2: Execution
If youve made it this far in planning your off-campus job search, you have a clear idea
of the job function, industry, companies, and geographic location that you are targeting.
Congratulations, thats half the battle! Now you can organize the steps youre going to take
to help you achieve your goals.
Finding the right job is not easy. The process is time consuming and often gets pushed
aside to make room for academic and social activities. To keep yourself on track, plan
your timecommit to a reasonable number of hours per day or week and schedule it
into Outlook.
Make a commitment:
I will set aside ___ hours a week for my job search, preferably on ________________
[days of the week] at ____________ [time of day].
Build your Company and Contact Database. List below the companies you identied in
Step 1. For each company, search the Johnson School and Cornell alumni databases and
indicate if there is one or more Cornell connection. Then search the company website for
possible openings, contact names, and information.
Prepare to market yourself. (It may help to revisit the section Positioning Yourself.)
Think about how you will market yourself to these companies. Write down (and
memorize) your 30-second pitch.
Company: __________________________________
Cornell connections:
__________________________________________________________________________
__________________________________________________________________________
Website information:
__________________________________________________________________________
__________________________________________________________________________
Information on company contact:
__________________________________________________________________________
__________________________________________________________________________
Company: __________________________________
__________________________________________________________________________
__________________________________________________________________________
Activity 14: Preparing for an Of-Campus Job Search
39
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Company: __________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Resources
It is not enough to just apply for positions online. It is critical to include a cover letter,
if allowed, so that you can detail how your skills and experience match the job criteria.
It is also critical to reach out to people within these companies to let them know of
your interestperhaps they will help put you in touch with the hiring manager. These
approaches will help you stand out against the sea of other applicants to the position.
Consider using the following resources:
Career Search, a database of employers in the United States, which can be searched
by industry, company size, and geographic location
Various networking databases, including LinkedIn, Plaxo, FaceBook, the Cornell
alumni directory, the alumni directory of your undergraduate institution, and the
Johnson Alumni Connection
Online job search enginesincluding indeed.com, monster.com, simplyhired.com,
doostang.com, and mbahighway.comare good sources. Countless lists specic
to certain industriesfor example, idealist.org for jobs in the nonprot sector, and
onewire.com for nance positionsare also good sources.
Job postings in JTS, the Johnson Schools career management software
Career fairs such as those sponsored by Asian MBA, the National Black MBA
Association, and the National Society of Hispanic MBAs
Dont forget company websites and region-specic websites for job postings.
The Johnson Schools Management Library has an excellent reference staf able to help
you use various online databases to research industries and companies.
For more information, contact the advisors at the Career Management Center.
U.S. Job Searches by International Students
If you are an international student, you may have plans to return to your home country for
internship or full-time employment. Others may want to pursue career opportunities in
the United Statesthis section of the workbook is dedicated to helping you with that job
search.
If you are seeking a job in the United States, you are likely to face some or all of
these challenges: written and spoken communication gap, acculturation, and work
authorization. The Career Management Center has dedicated support and programs
that can help with each of these challenges.
Strategies for a Successful U.S. Job Search
Communicate efectively. For every MBA, international or not, your professionalism
and competence can be judged based on your ability to communicate efectively. At this
level, employers expect that their new hires will have excellent to native written and oral
English skills and that youll be able to communicate efectively with the highest levels of
management.
Because the rst two minutes are so critical to the ultimate success of the interview,
it is particularly important for you to practice your pitch and initial walk through your
rsum. Practice out loud so that you can improve or move difcult passages.
Let the right job (based on your interests, motivators, and skills) guide your job
search. Consider all geographic locations. Your rst choice may be to nd a job in the
United States, but you may also want to consider opportunities in your home country
or other locations worldwide.
Proactively manage the work visa process. Perhaps the biggest obstacle to working in
the United States is obtaining an appropriate work visa. In recent years it has become
even more difcult. Your best approach will be to become an expert on the U.S. visa
process and an outspoken advocate on your own behalf.
Understand and promote your advantages. It is also important that international
students not underestimate the advantages that they ofer over U.S. students for
some U.S.-based jobs, including multiple languages and global business experience.
Look for an employer that ofers the right t. In the United States, many if not
most, hiring decisions are based on the persons t. Fit reects how consistent your
personality is with the culture of an organization and how comfortable you seem to
be with other members of that organization.
40
Activity 15: International Action Plan
Step 1
Understand the process for developing an action plan for your job search:
assess your current skills, motivators, and interests
indicate your areas of opportunity and how you plan to act upon the strategy to increase
your chances of career success
specify a timeline
Step 2
Review this sample action plan that is targeted to ve steps in your job-search strategy.
Step 3
Fill in the remaining boxes in the table to create your own action plan targeted to these
ve steps.
1. Communicate Efectively
Current Assessment
Example:
Strong accent
Resources and Action Steps
Example:
Attend CMC Accent-Reduction
Workshop.
Join Toastmasters.
Speak up in class.
Timeline
Example:
Fall
2. Let the Right Job Guide Your Search
Current Assessment
Example:
CareerLeader
high matches
include marketing and
consulting.
Goal is to work in the
United States.
Example:
Develop list of target companies in
United States, home country, and
other international locations.
Timeline
Example:
September and
October
3. Proactively manage the work visa process.
Current Assessment
Example:
Unclear on steps necessary
for ling CPT.
Example:
Attend CMC Visa Workshop.
Review ISSO website.
Timeline
Example:
September and
October
4. Understand and promote your advantages.
Current Assessment
Example:
Speak eight languages.
Example:
Research what companies are
multinational and which can take
advantage of my language skills.
Timeline
Example:
October and
November
5. Look for an employer that ofers the right t.
Current Assessment
Example:
Know I want to work in the
United States, but not sure
where I best t.
Example:
Review Culture Fit results in
CareerLeader
to understand
cultures that best suit my skills,
motivators, interests.
Talk to second-year students.
Timeline
Example:
Fall
41
Resources
Communication
Attend the ESL training over the summer to help with language skills.
The CMC often ofers accent-reduction training that can dramatically improve
your spoken English.
The CMC also has some accent-reduction resources including a DVD/CD titled
How to Lose Your Accent in 28 Days.
The CMC maintains a list of on-campus tutors.
CMC advisors can review rsums and cover letters.
The CMC hires a part-time staf person who takes appointments with international
students to provide business-writing assistance
Challenge yourself to speak up in class; meet and socialize with your global
classmates; dont limit your social circles to fellow students from your country.
Join the Johnson School Toastmasters club to practice public speaking.
Take the Business Writing and Oral Communication courses.
CMC Programming for International Students
(Check calendar of events for dates.)
Job Search American Style
Panel of International Students
Networking for International Students
Dining/Etiquette lunch
Visa program
Business correspondence
Visa Resources
Cornells International Students and Scholars Ofce (www.isso.cornell.edu),
with detailed information about visa stamps and visas
Curricular Practical Training (www.isso.cornell.edu/immigration/f1/cptinstruct.pdf)
Optional Practical Training (www.isso.cornell.edu/immigration/f1/opta.php)
Other Resources
Visit the International Students Resources Guide on JTS.
Read your copy of The International MBA Students Guide to the U.S. Job Search
(available from the CMC).
U.S. Immigration and Naturalization Service (www.uscis.gov)
American Immigration Network (www.usavisanow.com)
International job searches
Management Library
1. Communicate Efectively
Current Assessment Resources and Action
Steps
Timeline
2. Let the Right Job Guide Your Search
Steps
Timeline
3. Proactively manage the work visa process.
Steps
Timeline
4. Understand and promote your advantages.
Steps
Timeline
5. Look for an employer that ofers the right t.
Steps
Timeline
42
Preparing for Interviews
Many recruiters tell us that the impression you make in the rst 2 minutes can be the
lasting impression of the remaining 28 minutes.
To provide a crisp and condent presentation, you need to know:
your direction (pitch)
the job
the company and industry
the interviewer
The art of the interview lies in successfully demonstrating how and why these specic
elements provide convincing proof that you are indeed a good t for the rm.
Every interview ideally becomes a two-way conversation. You are provided with an
opportunity to convey your excitement in the form of stories about past experiences.
An interviewer wants to see your excitement through your body language (eyes light
up, youre on the edge of your seat, hands move). In a situation where two people being
interviewed for the same position possess roughly equal qualications, the one who
appears more passionate gets the job. Passion can even trump qualications. And, the
interviewer is more likely to converse with you than re question after question when
you show commitment to the job and company.
Match Yourself to the Company
Successful candidates have a deep understanding of their skills, motivators, and abilities
and how they match a companys needs. If you need help in this area, revisit the section
Self-Assessment.
Problem-Action-Result (PAR) Stories
PAR stories will help you immensely during interviews.
You should develop at least two to three stories for each skill that is critical to the job for
which you are interviewing, as the interviewer will often say give me another example.
For each skill, develop:
an experience stating the problem or situation (explained in 30 seconds)
the action you took (told in 12 minutes)
the result (summarized in 30 seconds)
Review the two sample PAR storiesone on leadership and one on teamwork
then complete the activity.
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
Interviewing
43
Problem-Action-Result StorySample 1
Tell me about a time
that you demonstrated/
dealt with/had...
Leadership
Problem In my role as Center Manager for Score! Educational
Centers, I had to lead my team toward a protable
business. We had been losing more customers than
budgeted for, and we really needed to move in the
right direction.
Action To turn our business around, I focused on three key
action steps:
1) build team motivation by placing short-term
incentivessuch as free dinner if we hit month-end
targets
2) increase sales efforts by capitalizing on existing
opportunitiesmet with parent coordinators to set up
presentations at school fairs
3) hold more frequent training sessions for assistant
teachers to improve skill and quality of our service,
which affected our long-term business and brand.
Result Increased revenue by 14% in one year;
membership grew from 300 to 380 members in
one year.
Problem-Action-Result StorySample 2
Tell me about a time
that you demonstrated/
dealt with/had...
Teamwork
Problem I was tasked with elding, writing, packaging, and
then promoting my companys annual U.S. study of
employee benets trends. This study is viewed by my
companys institutional business as one of the main
cornerstones of its intellectual capital offering and is
meant to raise awareness of my company as a
thought leader.
Action I led a cross-functional team that included market
research, advertising, direct marketing, email, public
relations, sales, events, and external marketing
agencies. Work was divided based on individuals
strengths.
We maintained constant communication through a
weekly status meeting and smaller meetings among
work groups.
We celebrated success and recognized the contributions
of members of the team on a regular basis.
And even though I was technically leading the team,
I did not hesitate to roll up my sleeves and make
contributions of my own; since I had had experience
with this kind of study before, I managed the writing
and creative layout of the study in addition to my
oversight duties as project manager.
Result The study was well-received by the public and our
clients. The marketing campaign produced almost
30,000 visits to our website, which is double the
trafc from the previous year. Web downloads, site
registrations, and visits to other research studies posted
online also increased. We also received feedback from
one or two sales associates who said the study and the
supporting sales materials helped them make sales.
44
Step 1
Imagine yourself in an interview and the interviewer asks: Tell me about a time you
demonstrated conict management.
You want to be able to recall a strong example and to relate your experience powerfully and
concisely. To do well with the interview, you need to be prepared with stories that relate to
the qualities and situations about which you are likely to be asked.
Step 2
Think of times that you have demonstrated (or dealt with) each of the following qualities and
situations. Cite the problem or challenge you faced; explain the action you took; summarize
the result.
Teamwork
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Leadership
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Initiative
Problem
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result
__________________________________________________________________________
__________________________________________________________________________
Creativity
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Communication (evaluation)
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Activity 16: Problem-Action-Result Stories
45
Quantitative Analysis
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Taking a Controversial Stance
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Difcult Situation and How You Overcame It
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
An Idea of Yours that Wasnt Accepted (spin)
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Failure
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Cross-Functional Team Experience
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
46
Persuading a Group
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Setting and Achieving Goals
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Taking a Risk
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Managing Conict
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Handling a Disagreement with a Co-Worker
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Decision-Making Process
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
Ethics
Problem:
__________________________________________________________________________
__________________________________________________________________________
Action:
__________________________________________________________________________
__________________________________________________________________________
Result:
__________________________________________________________________________
__________________________________________________________________________
47
Know the Job
Youll need to reach beyond the job description or title to reect a true understanding
of the job tasks and responsibilities. The most successful interviewers speak to many
people about the position before they interview to develop an understanding of the job.
In this way, the interviewer sees your passion, eagerness, and insight because your
questions reect more than a supercial knowledge of the position.
Activity 17: Know the Job
Step 1
Contact 3 alumni at the company and ask them to explain their perspectives on
the position.
Write their responses here:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 2
How does this job t within the division?
__________________________________________________________________________
__________________________________________________________________________
Where does the division t within the company?
__________________________________________________________________________
__________________________________________________________________________
Step 3
Search the Johnson School rsum database and/or LinkedIn to see what people in
your class have worked in this company. Ask these contacts for their perspectives on
the position.
Write a summary of their responses here:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
48
Know the Company
Knowing the company with which you are interviewing entails knowing the company
as a whole, knowing the industry in which it competes, and knowing the division or
group within that company. A visit to the companys website is not sufcient. Your
research should be thorough enough so that you feel comfortable making a strategic
recommendation to your interviewer concerning his or her group. If you need help in this
area, revisit the section Understanding the Marketplace.
There is a positive correlation between the depth of knowledge that you have about a
position and/or company and job ofers. One sure way to show your enthusiasm is to ask
relevant questions.
Management Library
The Management Library at the Johnson School is a tremendous resource for uncovering
information on companies and industries. The librarys on-site collection includes
more than 55,000 volumes, more than 860,000 microtexts, and more than 1,000 print
subscriptionsincluding serials, periodicals, and newspapers. Topics covered in depth
include accounting, corporate data, nance, investments, management, and marketing.
Electronic resources are in high demand by todays business researchers, and the
Management Library provides an extensive list of electronic business resources. In
addition to the widely available online business information databases, such as Factiva,
LexisNexis, and ProQuest Direct, the library also ofers access to specialized electronic
services such as Bloomberg and Datastreamwhich distribute price and volume data
on publicly traded securitiesnews stories, and investment advice. Analyst reports,
recommendations, and ratings are available from Thomson One Banker and Investext
Plus. The highly sophisticated but user-friendly CareerSearch enables students to quickly
identify companieseven hard-to-nd, small-growth companiesthat match their
specic career interests.
One of the integral services ofered by the Management Library staf is instruction. The
librarys instruction team provides course-specic, job search, and general research skills
instruction to the Johnson School community. Instructors work with faculty members,
school staf, and club ofcers to prepare customized training sessions. In addition, the
library ofers more than 80 scheduled workshops each year to provide business students
with the research skills they will need while students and throughout their careers. Meet
with the Management Library staf for more information.
Activity 18: Know the Company
Step 1
Research the company in the Wall Street Journal and Lexis-Nexis.
Write down the latest news:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 2
If the company is public, read its annual report, particularly the Chairmans Letter to
Shareholders. This letter will reveal something about the companys recent successes and
failures, as well as its strategy. This information should drive several of your questions.
Summarize this information:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Step 3
Continue conducting research to answer the following questions about the company:
Who are the companys competitors in this industry?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
49
What differentiates the companys products from its competitors products?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
What are the industry trends?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
What are the greatest challenges the company faces?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
What does the current sell-side analyst community believe about the company and
its prospects?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
50
Know the Interviewer
Companies do not always tell the Career Management Center in advance who will be
representing the companies as interviewers. However, for second-round interviews you
will usually be informed of the interviewers. And interviewers can always be identied in
the of-campus interview process.
Knowing the interviewer will help you connect with him/her during what can be a
stressful situation for many candidates. The more information you have about the
person interviewing you, the better you will be able to ask insightful questions relating to
his/her work, and the more prepared youll seem.
Activity 19: Know the Interviewer
Do a search for the interviewers name on LinkedIn or Google to nd information to answer
these questions:
What are the interviewers past jobs?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Where did the interviewer attend college?
__________________________________________________________________________
__________________________________________________________________________
What is the recent press about this person?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
51
Types of Interviews and Sample Questions
Informational Interviews
You conduct an informational interview to learn more about a job function, industry, or
company. During an informational interview you never ask for a jobbut you do ask for
advice, information, and additional contacts to continue doing your job research.
Sample Questions:
How did you get your start in this career?
What have you found to be the greatest challenges and rewards with work
in this eld?
What do you like least about this job?
Could you describe how you spend your time in a typical day?
How much travel is required each month?
How did you get hired into your rst position after you graduated school?
What are the critical skills most needed to be successful?
Could you describe the company culture?
What are the greatest challenges facing this company right now?
What industry trends have most afected the company?
What are the opportunities for MBAs entering this eld?
Behavioral Interviews
In a behavioral interview, the recruiter is looking for examples from your work experience
that show evidence you have the necessary skills for the job.
Sample Questions:
Describe a situation where you didnt get along with either a co-worker, a boss, or
someone who reported to youand how you resolved the situation.
Tell me about a situation where you had to persuade a team to see things your way.
Describe a situation where you had to use good judgment to solve a problem.
Tell me about a time where you had to use creativity and initiative to reach your goal.
Describe your thought process in bringing closure to a difcult decision that you
made in your last job.
Case Interviews
During a case interview you must demonstrate your ability to frame a complex problem
and analytically come to a conclusion, usually with limited information and in a short time
period.
Sample Questions (from AceTheCase.com):
Business Problems and Strategy: Your client is a company that makes specialist
batteries for mobile homes in the United States. The batteries are powerful and
long-lasting. New industry conditions are occurring and motor-home dealers are
starting to use a cheaper battery as the factory standard in an attempt to lower the
overall price of homes. Your clients product is now ofered only as an added feature
for which the customer must pay an extra $500. How should your client maintain
prots, given these new market conditions?
Market Estimates: Estimate the market for energy-efcient light bulbs in Kenya.
Logic: You have a 3-liter bucket and a 5-liter bucket. How will you measure out exactly
4 liters of water? Assume you have an endless supply of water and no markings on
the buckets.
Phone Interviews
Phone interviews are often used to screen a larger number of candidates down to a few
that will be brought to the companys headquarters for further interviews.
Strategies to Help You Succeed:
Have your rsum in front of you.
Have a pad and pen nearby.
Turn of call-waiting.
Smile into the phoneit afects the tone of your voice.
Listen carefully to the question.
Take your time to collect your thoughts before answering.
Express your appreciation for the interview and your enthusiasm for the job, and ask
about next steps.
Standard Questionsand Your Compelling Answers
Inevitably you will receive clever interview questions that you simply cant prepare for.
However, there are several standard questions that you will eventually be askedand you
will need to know the answers, cold.
Developing and rening your responses to these questions, in advance, will pay huge
dividends in your interviews:
Walk me through your rsum.
You must be prepared with a brief summary statement (no more than 2 minutes) that is
similar to your elevator pitch but with a little more detail. Dont simply explain what you
did in each position you held; rather, share how these experiences afected you. Although
your response will change from interview to interview, the essence of the response should
remain the same and should communicate who you are, where you hope to go, and why.
Depending on your background and experience, you may want to highlight a few of these
points:
where you were brought up and went to school
where you started your career
why you moved to diferent types of positions or companies
a major accomplishment
your short-term and long-term goals
how business school, and specically the Johnson School, will help you get there
52
What are your short-term, medium-term, and long-term career goals?
The main dilemma in this question is guring out the answerno small feat. Spend
time developing a brief answer (no more than 30 seconds).
What are your three greatest strengths?
Have ve greatest strengths ready to ofer. Give some thought to the connection between
your pitch and your strengths. If your pitch has you out forging relationships and you
dont have good communication skills, there is probably a problem. Everything should
t together.
What are your three greatest weaknesses?
This is obviously a difcult question to answer. You want to be genuine without actually
revealing any serious weakness you may have. An efective approach is to highlight three
areas where you have successfully improved over time. The idea is to develop an answer
where you focus on areas of improvement, rather than focusing on weak areas. This
lends a positive connotation to your response and shows that you are both self-aware and
proactive. An example might be that you were having trouble with time management;
therefore, you took a class, got some coaching, and are now managing your time much
more efectively.
Give an example of when you were an efective leader.
You should have at least three of these stories developed and, ideally, ofered in diferent
contexts. For instance, in one example you may have demonstrated leadership by
identifying an opportunity and convincing a group of people of its value. In another you
may have exercised leadership through a more formal managerial role. It is helpful to
have several diverse efective leader stories so that you are prepared for any situation.
Give an example of when you came up with a creative solution to a problem.
This is similar to providing examples of leadership; you should have at least three
examples, and they should be diferent. Its okay if they overlap with your leadership
stories; however, be sure to prepare multiple stories because an interviewer who hears an
amazing story that encompasses both leadership and creativity will invariably ask for a
second example.
This request also provides an excellent opportunity for you to tell a memorable story
that will allow your interviewer to easily recall you. Push the envelope and have some
fun. The interview is, among other things, a competition for attention, and a particularly
creative experience is apt to have staying power in an interviewers mind.
Give an example of a time when you failed.
There is nothing wrong with failure. In fact, failure is widely thought to be the most
efective form of learning. However, there is something wrong with not learning from
your failures, and that is the point of this request. Have a few examples of failures, but
be sure to concentrate on the analysis of what went wrong and what you learned from
the experience.
What makes you unique?
Contrary to popular belief, this is not the same as what are your strengths? Good
communication and analytical skills and being a fast learner dont make you unique
they make you an MBA. Everyone interviewing for a job out of business school either
has, or will claim to have, these skills. You need to nd those two or three things that
give you a perspective or skills diferent from the other 30 people with whom you are
being compared. Maybe this is time spent in an industry, or a perspective from another
industry (good for career switchers), or an unusual skill or life experience. Whatever it is,
gure it out, and make sure it is consistent with your elevator pitch.
Tips: Interview Follow-up
Immediately following the interview, jot down notes about what was discussed, what
questions took you by surprise. What did you answer well, and what should you
continue to work on to improve your answers for future interview? How does this
company compare to others with which you have interviewed?
Record what you expect happens nextis the company informing you within a certain
time frame, etc.?
Write a thank-you note within 24 hours (see the section Business Correspondence),
highlighting points of discussioninclude anything you left out that the interviewer
needs to know. Restate your interest in the position. The thank-you note can be
emailed.
If you have not heard from the company within the specied timeframe, follow up with
a telephone call to the person who committed to getting back to you. Be courteous and
professional. They could be making a decision that very dayand every interaction you
have with an employer reinforces their impressions of you.
Resources
Here are some additional questions for interview preparation.
General Topics
What three words would your best friend/colleague use to describe you?
What three words would you choose to best describe yourself?
What are the Johnson Schools greatest strengths?
What is one of the Johnson Schools weaknesses, and how would you address it?
What did you learn from your last job?
What do you do outside of school/work?
How did you get your summer internship? Last job?
Tell me about yourself.
53
Knowledge About the Function/Company/Industry;
Ability to Link Experience/Personal Traits to the Job
Why should we select you?
What are your strengths?
Why do you want this job? This company?
Why do you want to work in Human Resources? Consulting? Operations?
Who is our competition and what do you see as our competitive advantage?
Disadvantage?
What do you like about our product(s)? What suggestions would you make to
improve it/them?
Where do you see the greatest opportunities in our industry?
Leadership Skills
To what activity outside of school/work have you made the greatest contribution?
Please describe.
How do you motivate people?
Give me an example of your leadership skills. Give me another example.
Tell me about when you have championed an idea/cause/project, and describe what
you accomplished and how.
Accomplishments
What is your greatest accomplishment? Tell me about another accomplishment.
What is the most signicant problem youve faced in your life so far, and how did
you address it?
Give me an example of a tough decision you faced. How did you tackle it?
Team Skills/Interpersonal Skills
Give me an example of how you work in a team. Give me another example.
With what kinds of people do you work best?
Did you ever have to re someone? How did you manage the process?
Work Environment/Corporate Culture
What did you like/dislike about your last job?
Describe your ideal boss.
In what type of work environment do you ourish?
Analytical/Problem-Solving Skills
Give me an example of your problem-solving abilities/analytical skills. Give me
another example.
Why are manhole covers round?
How would you determine the number of basketball courts in the United States?
Describe as many uses for ping-pong balls as you can.
Whats your favorite commercial? Why?
Career Goals
Why did you choose the Johnson School?
Why did you pursue an MBA?
If you had to make the decision again to get your MBA, accept your last job (etc.),
would you make the same choice? Why or why not?
Where do you want to be in ve years?
What other companies are you pursuing?
Explain the transitions between the items on your rsum.
Finance
Regarding your previous experience with statistical surveys, describe your use of
statistical methods.
Whats the derivative of x to the x, where x is the variable?
Whats the present value of happiness?
How would you value Sage Dinings snack bar?
Sales and Trading
How would you describe Option Delta to a person on the street who knows nothing
about it? Option Gamma? Option Theta?
Marketing
In regard to a specic project you have worked on, what was the bottom line or
specic improvement you achieved?
Youre a brand manager, and you have three doors you can open. Behind the rst is
a great, established product, and you have a chance to push it. Behind the second is
a product with great potential, but its not working. Behind the third is a new idea,
but no product. Which door do you choose? Why?
Provide feedback on an advertisement that you presented.
Challenges
How does your previous experience prepare you for a managerial position?
What do you know about our rm?
Im interested in brainpower and horsepower. Convince me you have them.
Analyze the ve interviewers whom you had before me. Pick two, and compare and
contrast them.
Which would you rather have: more creativity or more intelligence, and why?
If you could ask one question of the CEO of this company, what would it be?
What is your life purpose?
Wrap Up
What questions do you have?
Is there anything that youd like to add that we didnt cover in the interview?
54
Critical Thinking
All your hard work has paid of and you have received a job ofer! Now you need to
decide if you will accept it, and if so, on what terms.
Whether you are evaluating one ofer or comparing several, it is important to think
carefully and clearly. For some, this part of the process can be more frustrating and
painful than the job search. We encourage you to make an appointment with a counselor
in the Career Management Center to discuss your situation.
Tips: Ofers and Negotiation
Express your interest. This action will lay the groundwork for a positive discussion
if you pursue the position and decide to negotiate. It will also help maintain the
companys relationship with the school, if you decline the job.
Dont make a decision on the spot. Even if you know you will accept the position, ask
for time to consider the ofer to make an informed decision. This strategy gives you
bargaining room, it allows you time to think clearly, and it is customary.
Get the ofer in writing. Tell the employer that you will consider the ofer and ask to have
the written ofer and benets package mailed to you before you make a decision. NEVER
accept an ofer for full-time employment, or decline another, until you have it in writing.
Keep your options open. Continue to interview with the rms of interest to you until
you have all the information needed to make a nal decision. Once you have accepted
an ofer, all other scheduled interviews must be cancelled.
For most people, its not only about the salary and bonus. Accept the position that you
are really excited about, where the work itself is compelling and long-term opportunity
is greatest. This type of job will reap the nancial benets down the road.
Be prepared. Research salaries at similar rms, in the same job function, and in the
same industry.
Develop alternatives. Efective negotiation is not an either/or discussion. Weigh
several areas on which you are willing to negotiate. For example, it may be easier to
ask for an additional week vacation than an extra $5,000. It may be easier to obtain a
higher sign-on bonus than a higher base salary.
Determine what the employer wants. Show the employer how meeting your request
is in his or her interest. Reinforce your interest in the companys goals, the skills and
experience you ofer, and your desire to be part of their team.
Be professional. Some employers will negotiate less willingly with students who handle
the process unprofessionally. Above all, do not present alternatives, such as the threat
that you will go elsewhere, unless you are ready to follow through with them.
Understand constraints. Employers are usually reasonable and willing to negotiate
with you, more often for full-time ofers, but rarely for summer ofers. However, if you
are entering a rotational program or a class of MBAs of the same level, salaries are set
at the same level. Not all employers have leeway to negotiate as much as you might like.
Succeeding with Ofers and Negotiation
Self-Assessment
Networking
Interviewing
Graduation/
Job
Positioning
Yourself
Executing Your
Job Search
and Negotiation
Understanding
the Marketplace
55
Activity 20: Get the Details about
the Job Ofer
For every job offer you receive, ask these questions to help you evaluate each offer and
distinguish between offers. Record your answers here:
Job Responsibilities
Up to this point, the company might have been considering you for one of several
assignments. What you do for your rst assignment can be part of your bargaining package.
Ask: What are my major job responsibilities? What projects will I work on?
Who will be my manager?
__________________________________________________________________________
__________________________________________________________________________
Base Salary
Ask: What is the base salary for this position?
__________________________________________________________________________
Signing Bonus
Ask: Does the position carry a signing bonus (and how much is it)?
__________________________________________________________________________
Relocation Package
Ask: Are relocation expenses covered? If yes, what specically is covered?
Are moving household goods covered? Are house-hunting trips covered?
Are brokers fees or closing costs covered?
__________________________________________________________________________
__________________________________________________________________________
Benets Package
Ask: Can you tell me more about the benets package? How much vacation time
will I start with, and how is it accrued? Is there company matching for a 401(k)?
Do you have more information on the health insurance benets, including how much the
employee contribution is per month?
__________________________________________________________________________
__________________________________________________________________________
Starting Date
Ask: When is my expected start date? Is there any exibility?
__________________________________________________________________________
Deadline
Ask: When do I need to let you know my answer?
__________________________________________________________________________
Considering Your Ofers
There are many factors that you should take into account when choosing between ofers.
This can be a very difcult time for many students, and we encourage you to discuss
your opportunities with family members, faculty, staf, and colleagues to get as much
feedback as possible. But remember, in the end, the decision is yours to make. Ask
yourself these questions as you think about your ofers:
The Company
Is the company strong and stable?
Where does this company fall in size range (huge multinationals to tiny start-ups)?
Do I have a strong preference for a particular point in that range?
The Job
Will I nd this job appropriately challenging?
Is the mission of the company and the job function in keeping with my values?
Is this job a logical stepping-stone to my overall goal?
The People at the Job
Based on what I know, do I like my hiring manager?
Do my prospective colleagues seem interesting and knowledgeable? If teamwork is
required, do they seem to demonstrate a strong team spirit?
Location
Is it likely that my partner or spouse can nd employment in this community?
What is the cost of living in the area? Does the community ofer opportunities for
recreation, cultural enrichment, education, and other social outlets?
Would I be too close to or too far away from my extended family?
56
Activity 21: Evaluate Your Ofers
Step 1
Revisit your values and goals from CareerLeader
as well as your answers to

questions in Activity 19.
Step 2
Customize the following chart to include only the factors that are the most
relevant to you in selecting a job (one or several of your CareerLeader
values;
location; salary; benets; job responsibilities; family factors; company mission).
Step 3
Assign a weight to each factor. (The percentages are your choice, but weights
must total 100 percent.)
Step 4
Rate each job offer based on these factors, using a rating scale of 1 (low) to 5
(high). For example, if a company is in the exact city in which youd like to live,
assign it a 5. If its in a place thats not your favorite but would still be acceptable,
assign it a 3.
Step 5
To compute the companys score for each factor multiply the companys rating
on each factor by the assigned weight.
Step 6
Add the total scores for each company (maximum score = 5.0) to assess
your offers.
Factor
Weight
(in %) Job 1 Job 2 Job 3
Rating
(05)
Score
(rating x
weight)
Rating
(05)
Score
(rating x
weight)
Rating
(05)
Score
(rating x
weight)
example:
Location 30% (.3) 5 1.5 3 .9 1 .3
Total Score 100%
57
Making a Decision
Golden Rules for Accepting an Ofer
Always follow these guidelines:
Obtain the ofer in writing.
Contact all rms from whom you have not received a response.
Be absolutely sure when you accept an ofer that you intend to take the job.
Reporting an Ofer
When you accept an ofer (either an internship or a full-time position), you cannot
continue to interview, and you must enter the ofer in JTS as soon as possible. All ofer
information is kept condential, and salary statistics are reported in aggregate only.
The Job Search Preferences and Job Ofer modules of JTS enable the Johnson School
to identify students who need additional support and help us complete our annual
Employment Report as well as surveys conducted by external organizations (such as
BusinessWeek).
Reneging on an Ofer
If you are unhappy with an ofer you have accepted, you are encouraged to discuss the
situation with the Career Management Center director or one of the associatedirectors
before you take any action.
Reneging on an accepted ofer is a violation of Johnson School policy. If you intend to do
so, you will be required to meet with the Career Management Center director. You must
also write a letter of apology to the company and send a copy to the Career Management
Center director. Each case will be evaluated individually pending the discussion of your
situation, and a determination will be made about the additional loss of your recruiting
and alumni network privileges.
Declining an Ofer
When companies determine the number of ofers they will make on each campus,
they use a formula based on past experience that predicts how many studentsfrom
all campuses where they recruitwill join the rm. Its a business transaction, not a
personal insult, when a student declines an ofer. The company undoubtedly will express
disappointment. If, however, you handle the conversation in a professional manner, the
door can remain open for future opportunities.
Tips: How to Decline an Ofer
The guiding principle in your interactions is to not burn bridges. You never know when
you may want an ofer in the future, and displaying a positive and professional approach
in your correspondence will help you develop your professional network.
First and foremost, express appreciation for the opportunity to interview with the
company. Explain briey that you have accepted another ofer. Be prepared to say why
you made that decision, although you dont have to ofer this information if you prefer
not to.
If youre declining an internship, close the conversation by expressing an interest in
future full-time opportunitiesbut only if this is true. If youre declining a full-time job,
if it is true, indicate that youd like to keep in touch with the company.
If you want to appear most professional, follow up your verbal decline with a letter
reiterating what you stated on the phone.
Checklist: Job Ofers
q Get the details, be cognizant of any deadlines.
q Ask for the ofer in writing.
q Evaluate your ofers.
q Accept your best ofer.
q Decline other ofers.
q Report your ofer in JTS (mandatory).
Resources
Information on the cost-of-living index that allows you to compare salaries in
diferent locations, available through the Johnson Schools Management Library
CMCs Employment Report, with data on salary and bonus broken down by
geography and job function
Published salary data
Negotiating the Ofer, Knock Em Dead by Martin Yate (Adams Media
Corporation, 2003)
Websites such as: www.salary.com, www.vault.com, www.jobweb.com,
www.wetfeet.com

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2

The Johnson School Career Workbook

and discuss results with a Career Management Center advisor.

results and the section on Self-

results, list your top skills, the industry and

and discuss results with a Career Management Center advisor.

results as a starting point and complete this section. (If you

as well as your answers to

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