CXR – MBA Survey – June 2006 Gerry Crispin - Mark Mehler CareerXroads [email protected] www.careerxroads.com 732-821-6652 Please estimate the number of MBAs your firm hires on an annual basis to work in the US Please estimate the number of MBAs your firm hires on an annual basis
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Other: 1.As needed; customized 2.none 3.varies - the career path is not equally applied
Other: 1.Customized per individual 2.no
Other: 1.3-4 years 2.Same as other associate- performanced based 3.based on performance, no set time 4.varies 5.Among normal promotion cycle consideration. 6.Depends on the exp the MBA brings with them 7.Depends on the individual - could be immediately or up to 2 years 8.varies depending on program and role 9.To be determined 10.approximately 5 years 11.Dependent on performance review
Other: 1.one year like the rest of our associates 2.High potential candidates receive feedback every day! 3.6 months for leadership hires, varies for others 4.The interns will be evaluated at the end of their internship, once hired I am sure they will need to be assessed after each rotation. 5.6 months for performance, 2 years leadership potential validation 6.Annually , with all employees
17 Other: 1.Like other associates regardless of degree, initially we try to identify the issue and give them the tools to improve. If this does not work other measures are taken 2.Feedback. Retool. 2nd chance. Move into a more appropriate position. 3.varies by situation 4.will do a combinations of try to find another function and terminate...depending on the situation 5.typical performance management processes 6.Work on development plans, if that doesn't work, see if another area works, if not transition out of company 7.they are treated as anyone would be that was not meeting performance expectations - no special treatment for MBA's 8.varies 9.Normal coaching,/supervisor interaction. If negative, would try to find better fit in another part of the Agencies for starters. If no improvement/bad productivity, would eventually lead to firing. 10.Your last comment is pretty accurate to an extent. If their are issues, then mentors and coaches play an important role in aiding the individuals to look for alternatives where they can succeed. 11.Situational...try another function or manage out of the company or terminate 12.Associates are expected to meet/exceed their performance goals, however, we will provide coaching and mentoring if associates do not develop as expected. 13.Discuss their performance, coach them to improve in their current function. If that does not work, see if they could be a better fit elsewhere in the company. Last resort - ask for resignation. 14.They get coaching and direction to try to rectify the issues. If this is not successful, we proceed to formal corrective action and let it take its course. 15.To be determined - will not keep losers 16.Counsel out of organization 17.They would be placed on a performance improvement plan 18.Mentor, coach and develop the associate
Other: 1.We really don't have a formal MBA program outside of our MBA internships to be able to measure this. At this time, we really treat them the same as any other associate who is a high performer. 2.Feedback. Retool. 2nd chance. Move into a more appropriate position. They may not go any further up the ladder. 3.varies based on situation 4.same as above 5.Formal performance management processes 6.Same as above 7.varies 8.There are many non-supervisory or technical expert positions that people can work in. 9.Leave, stay as successful, productive individual contributors 10.Associates are expected to meet/exceed their performance goals, however, we will provide coaching and mentoring if associates do not develop as expected. 11.Discuss their performance, coach them on how to be a successful leader/manager. 12.Again to be determined, but they would not be promoted 13.Counsel out of organization 14.Mentor them 15.Place them in impactful individual contributor roles