I don’t know many business leaders who are satisfied with America’s schools. In fact, just about every CEO I know is worried that this country simply isn't producing enough graduates with the skills they need to compete globally.
Closing that gap is the goal of a set of academic standards called the Common Core. I’m a big supporter of the Common Core—as are many business leaders—because it sets a high bar for what all students should know, whether they’re planning to go to college or vocational school or enter the workforce directly. And these shared standards will unleash a wave of innovation in educational software and technology that will benefit both students and teachers.
Unfortunately, the national debate about these standards is getting dragged down by myths about what the Common Core is, where it came from, and the impact it will have.
I addressed some of these myths last week in an op-ed in USA Today. I thought I’d share it here as well. The discussion over academic standards is important for America’s future—so let’s make sure it’s based on the facts.
Last month, Melinda and I published our foundation's annual letter about myths that block progress for the poorest. We focus on myths about global issues, like the myth that foreign aid is a big waste, but when it comes to domestic issues we're in the grip of mythology, too. And these myths aren't just wrong; they're harmful, because they can lead people to fight against the best solutions to our biggest problems.
Take the example of America's schools. Right now, 45 states are implementing new academic standards, known as the Common Core, which will improve education for millions of students. Unfortunately, conversation about the standards is shrouded in myths.
I want to explain why Common Core is among the most important education ideas in years.
The standards are just that: standards, similar to those that have guided teachers in all states for years, except these standards are inspired by a simple and powerful idea: Every American student should leave high school with the knowledge and skills to succeed in college and in the job market.
Today, 80 percent of students say they expect to go to college while only 40 percent of adults have an associate's degree or higher. Clearly, the old standards didn't help them achieve their goals. Common Core was created to fix that. And at least 75 percent of teachers support them, according to several surveys.
Common Core also has the benefit of consistency. Americans move more than 10 times over the course of a lifetime. Inconsistent standards like the ones we've had until now punish students who have to switch schools. Either they're expected to know material they've never been taught, or they're re-taught material they already know. But with standards that are not only high enough but also consistent, students will be able to move without falling behind.
Since the standards mark a big change, it makes sense that parents, teachers and students are asking questions. But in the back-and-forth, dangerous misconceptions are starting to crystalize.
Myth: Common Core was created without involving parents, teachers or state and local governments.
In fact, the standards were sponsored by organizations made up of governors and school officials. The major teacher unions and 48 states sent teams, including teachers, to participate. The Gates Foundation helped fund this process because we believe that stronger standards will help more students live up to their potential. More than 10,000 members of the general public commented on the standards during drafting. Each of the 45 states that have adopted them used the same process used to adopt previous standards.
Myth: Common Core State Standards means students will have to take even more high-stakes tests.
Common Core won't necessarily add to the number of annual state tests students take. States will introduce new math and language arts tests based on the standards to replace tests they give now. Most states are taking a cautious approach to implementing the new tests, giving teachers and students time to adapt before scores lead to serious consequences. What's more, unlike some of today's tests, the new tests will help teachers and students improve by providing an ongoing diagnosis of whether students are mastering what they need to know for success after graduation.
Myth: Common Core standards will limit teachers' creativity and flexibility.
These are standards, just like the ones schools have always had; they are not a curriculum. They are a blueprint of what students need to know, but they have nothing to say about how teachers teach that information. It's still up to local educators to select the curriculum.
In fact, the standards will give teachers more choices. When every state had its own standards, innovators making new educational software or cutting-edge lesson plans had to make many versions to reach all students. Now, consistent standards will allow more competition and innovation to help teachers do their best work.
Americans want students to get the best education possible. We want schools to prepare children to become good citizens and members of a prosperous American economy. The Common Core standards were carefully conceived with these two goals in mind. It would be a shame if myths and misunderstandings got in the way.
Originally Posted On LinkedIn By: Bill Gates
In this fourth post in a series about comprehensive student assessment, I’m taking on the subject of resilience and how it is we can both teach and assess students in this area. I’ve been arguing throughout this series that holistic assessment should always incorporate widely used standardized testing, but that it’s only one measure among several (Learning, Relationships, Resiliencies and Behaviors) that should be leveraged to really understand student readiness for learning and life in the 21 Century.
Indeed, resilience is something every person must develop, if only because so much about life today changes with much greater velocity than ever before. The ability to both respond to and embrace change is at the very heart of resilience, which is why developing this trait should be a priority for the educational mission.
At Pathbrite, we believe the five key components of resilience are:
Teachers can incorporate the learning of resilience even as they teach core curricula. They can leverage educational technologies like e-Portfolios to enable students to reflect on how it is they’re looking forward, and teachers to assess whether those reflections indicate, for instance, an optimistic outlook. The ability of student’s to overcome natural or learned fears, and to instead imagine positive outcomes, in order to achieve an important goal is a vital ability and enables the process of learning to boot.
Educators can also set up exercises where students work together to solve problems in ways that rely on empathy, and assessing and accurately interpreting the emotional states of themselves and their fellow students. Being able to put oneself into another’s shoes is critical to effective teamwork, problem solving and invention. And the development of skills to both identify and regulate emotional states will determine the degree to which a person can be successful in life.
Activities including sports or other team-oriented exercises can be used to both build and rely on trust. By documenting and reflecting back on individual and team performance, students can begin to understand how trust in one’s teammates can make or break an outcome.
And, of course, faculty can use iterative processes to not only encourage student growth in a core area of instruction or learning, but to teach and assess a student’s perseverance toward achieving a desired outcome. By encouraging not only success, but also failure, teachers can help their students to learn from undesirable outcomes and then try, try again.
Throughout, the documentary process enabled by e-Portfolios provides not only a framework for prospective and retrospective reflection, but also for assessment. And that assessment can come from the students themselves, their teachers and their parents. From that reflection and assessment can flow new insights into appropriate educational and career pathways that support personal growth based on each student’s own needs.
Life in the 21 Century is full of wonder, surprise, and delight. But it also presents challenges past generations could only imagine. In order for our future citizens to embrace the many amazing aspects of a fast-evolving world, while also navigating the many pitfalls, the degree to which they’ve mastered resilience will determine their success – and their happiness – in life.
While we’re at it, we owe it to learners to teach them how to build and cultivate their own resiliencies.
Originally Posted On: LinkedIN By: Heather Hiles
I had joined the staff of a small research foundation in Tokyo just after completing my post-graduate studies at MIT. It was my first time living outside of the US, but the language barrier wasn't my biggest issue; it was more that I had to adjust to working life. And to life without all of the fancy toys I had at my disposal at MIT.Once I adjusted to working on an NEC PC instead of a Thinking Machines supercomputer (and learned a little Japanese), it was a great working experience. Like all great jobs, I had the fortune of having a great boss. He was a devout Buddhist equipped with all the requisite calmness attributed to that way of life; he always said a great deal with very few words and little expression on his face.
I came to him once with a complaint about a co-worker. I went into great detail about why my co-worker had to be fired. How he was a disservice to the entire staff. And so forth, and on and on. My boss glanced and nodded at me between breaths as a signal to continue. So I continued. On and on, until I ran out of things to say.
At this point, my boss half-smiled at me ... as if to gently thank me for my report. Then he said, in Japanese, sternly but compassionately, "Mr. Maeda, do you know how stupid you looked just now?"
My eyes widened; I felt stunned. Then I quickly realized that he was right.
He added, "I thought you were a person with greater character" – and then turned around and got back to the work on his desk.
I've returned to this story often; and now that I sit on the other side of that desk, I’ve found it useful in the times that might lead up to a similar confrontation, or during the quiet aftermath of one.
That error I made, exposing my littleness inside, also helps me continually ask myself how I can become a bigger person. Or, as put more succinctly by a wise friend, "When others go low, go high."
Originally Posted On: LinkedIn By: John Maeda
The rising cost of higher education plus extra competition between universities and colleges means that a higher education digital presence has to work even harder to help attract the best candidates.With four out of ten would-be university students choosing their chosen seat of learning by looking at university sites, recent research by the Daily Telegraph showed that some universities spend well over a quarter of a million pounds each year on maintaining them.
So it's good news that the Sitemorse quarterly assessment of universities and higher education websites once again shows improvement, with a number of establishments moving significantly up the table covering nearly 340 university and college sites, together with two agricultural colleges in the top five.
The Sitemorse Q1 2014 Universities online benchmark is an important indicator of those establishments that are currently leading the field with the best-working sites within the higher education sector.
Colleges from England, Scotland and Northern Ireland hold the top five places in this Index, with highest marks awarded to Warwickshire College and runner-up Bishop Grosseteste University College, Lincoln. Rising five places to overall third is Scotland's Rural College, which operates out of a number of campus locations including Aberdeen, Edinburgh and Ayr.
Making up the remainder of the top five best performers are the websites of Henley College, Coventry and Northern Irelands's College of Agriculture, Food and Rural Enterprise (CAFRE).
The full data from the Q1 Universities Index can be seen on the Sitemorse website. How did your favourite University or college do?
Originally Posted On: blog.sitemorse.com By: Sitemorse
Your goal is to hire the best people you possibly can.
That means your interview should be the best it possibly can. The stakes are simply too high to do otherwise.
Here are 12 steps to help you conduct the perfect job interview:
1. Truly understand what you need.
Experience, qualifications, and credentials are all important. But great employees don't just perform a job; they solve at least one critical business need.
Identify that critical need, determine how you measure success in the position, assess the common attributes of your top performers, determine what qualities mesh with your culture... and tailor everything in your selection process finding the perfect person to solve that critical business need.
Otherwise you’re just going through the motions.
2. Determine how you will find the perfect person to fill need that need.
Say you need an outstanding programmer. Great: Now determine how you will identify "outstanding." That may include certifications, specific accomplishments, the right references, or even an on-the-spot test.
Then consider your culture. Skills are important, but attitude is often more important. Determine how you will identify the person with the right personality, interpersonal skills, and interests. That may involve a few lunches with key team members, or a day on the golf course, or an evening at a ball game.
Remember, you aren't looking for the best candidate from a specific pool. You're looking for the perfect candidate for the job.
That's why ranking candidates in the post-interview phase can be misleading. You don't want the best of what you saw. You want the best person for the job. If no one in the pool is the right fit, you'll need to keep looking -- but you will never keep looking until you shift from thinking "best of" and start focusing solely on "best."
3. Thoroughly explain the process to every interviewee.
Candidates selected for interviews should know exactly what to expect: when they will interview, where they will interview, who will be involved in the interviews… everything. Make sure there are no surprises, no tricks, no uncertainties, and no loose ends.
Remember, the first day on the job for the person you hire is the first day you contact them. Be considerate, be thoughtful… be awesome. If you’re not, the best candidate may decide your company is not the right fit for her.
4. Spend twice the time on homework as you do on the interview.
Lots of people glance at a resume a couple minutes before the interview. Wow. There's a recipe for success.
How will you ask intelligent questions and create compelling conversations when you don't know a lot about each person ahead of time?
Start with the resume and pretend you're the candidate. Your first job was at ACME Industries. Hmm. What did I accomplish? What projects did I work on? Why did I get promoted? What does that say about my interests and my work ethic?
Then look at "my" next job. Why did I leave my first job? What does that say about my career path? What does that say about my interests? What did I accomplish there that I didn't accomplish at my first job?
Pretend you are the candidate and look beyond facts and figures; read between the lines to get a sense of that individual's interests, goals, successes, failures, etc.
Then do a quick survey of social media. (Don't feel bad; I guarantee the candidate is checking you and your company out the same way.) What are the candidate's interests? What does she like to do in her spare time? Whom does she network with?
If you find someone in the candidate's network that you also know well, make a note. They could be a great reference either before or after the interview.
Your goal is to know as much about the candidate as you can, not in some creepy stalker way but so you will be able to...
5. Make the interview a conversation, not an interrogation.
The best interviews are actually conversations... but you can't have a conversation with someone you hardly know. Again, the more you know about the candidate ahead of time the more you can ask questions that give the candidate room for self-analysis or introspection.
And once you ask a question, the key is to listen slowly. Give the conversation room to breathe. Often candidates will fill a silent hole with additional examples, more detail, or a completely different perspective on the question you asked.
That will allow you to ask thoughtful questions too -- and when you do, candidates will open up and speak more freely because they realize you're not just asking a list of questions.
You're actually listening -- and engaged.
6. Always ask follow up questions.
The most revealing answers usually come from follow-up questions. Listen to the initial answer, then ask why. Or when. Or how a situation turned out. Or who actually did what. Or what made a success difficult to achieve. Or what was learned from a failure.
Follow-up questions take you past the canned responses and into the details. That's a great place to go, because like the devil, the true superstars show up in the details.
7. Spend as much time answering questions as you do asking.
Great candidates are evaluating you, your company, and whether they really want to work for you. They'll ask questions – hopefully like these.
Give them time to ask. Answer thoughtfully. Be open and candid.
But never sell. Trust that great candidates will recognize a great fit and a great opportunity.
8. Describe the next steps.
At the end of the interview always describe the rest of the process. Explain what you will do and when you plan to do it.
Few things are worse than having no idea what, when, or if something happens next. Don't force the interviewee to ask. Tell them.
9. Provide closure -- every time.
Failing to follow up is incredibly rude, especially to people who pay your business the highest compliment of all by saying they would like to work with you (and therefore spend more time with you than they do with their families.)
And if common courtesy isn't incentive enough, there's a business reason, too: if you don’t provide closure people won't complain to you... but they will complain about you and your company.
This principle should apply to every person who applies for a job, regardless of whether or not they were interviewed or even seriously considered for an interview. Before you post an opening, always decide how you will close the loop with every person who responds.
10. Sense-check with bystanders.
Interviewees give you their best: They're up, engaged, and switched on. But how do they act when they aren't trying to impress you?
What candidates do while they're waiting in your lobby can tell you a lot. Find out how they treated the receptionist. Find out what they did while they waited. Ask if there were any chance encounters with other employees.
Occasionally you'll pick up a disconnect between the show a candidate put on for you and the way they acted around people they weren't trying to impress.
A nice guy in the lobby may not end up being a nice guy on the job… but a jerk in the lobby will always be a jerk on the job.
11. Contact references.
But don't just contact the references the candidate provides; after all, that's a handpicked list. Check out the people in the candidate's network; chances are you know someone who knows someone who knows the candidate and can speak to her experience, skills, attitude, etc.
You have a network. Use it. A terrible candidate may wish you hadn't stuck to her list of references... but a great candidate never will.
12. Conduct one more interview.
Even if you think you're sure, give yourself one more chance to be absolutely positive that you're making the right decision. Hold another interview. Or take the candidate out for dinner. Or go to a ballgame or play a round of golf.
If you have any doubt at all, however small -- or even if you don't -- take that one extra step to be sure.
And don't be afraid to let your intuition and gut feel inform your hiring decision. Your experience is hard earned; don't be afraid to use it.
Don't worry: Great candidates won't mind an opportunity to spend more time together because they want to be sure they are making the right decision, too.
And since the best dozen is a baker's dozen, here’s an extra step:
Make an enthusiastic offer.
You should be excited when you find the best candidate. So let your excitement show. Show your enthusiasm. Don't be coy; don't play the, "I better not seem too excited or she might expect a higher salary," game.
In a great employer-employee relationship there is no upper hand. The right candidate is just as excited to come on board as you are to welcome them. Don’t pretend you’re doing the best candidate a favor by hiring her; see it as she is doing you a favor by joining your company.
Because she is.
Originally Posted On: LinkedIn By: Jeff Haden
If you’ve been on a job search recently, you are probably aware of how drastically different the process is becoming from what it once was. As more companies are becoming comfortable with technology, job seekers are being forced to learn how to set themselves apart from the sea of applicants in a virtual setting. Often times, applications are only accepted online and rarely accepted in person.
Even interviews are being conducted in a virtual setting. Many companies are utilizing platforms which allow for them to conduct the entire interview process online. The key to nailing a video interview is to do your homework beforehand. Once the interview starts it will be much like the traditional in-person interview. Here are some pointers to make sure your video interview goes as smoothly as possible:
1. Test the Connection
Probably one of the biggest mistakes you can make when it comes to a video interview is to wait until right before it is set to take place to test out the video platform. This might seem like the most obvious of tips but you would be surprised at how many times individuals fail to do this. Test your internet connection and try out whatever platform you are going to be interviewing on before the day of your interview. By doing so you will have plenty of time to fix any issues that may come up.
2. Eliminate Distractions
Shut out all distractions and have the interview in a clean room where you can concentrate. Clear your desk of any loose papers and trinkets so as to not distract the interviewer. The last thing you want is for them to see what a slob you really are. Along that line, make sure there is plenty of ambient light in the room.
Turn off your cell phone and any computer notifications on your screen. Having random notifications pop up can distract you from your interview even if the interviewer doesn’t know it is happening.
The microphone will pick up all of the noise in the room, so make sure to turn off the TV, radio, washing machine, or anything else that is going to make extra noise during your interview.
3. Dress for Success
You still have to dress nice. Just because your potential employer won’t be seeing you in person for the interview doesn’t mean that he or she won’t notice if you’re wearing a ratty t-shirt and your pajama bottoms. You never know when you might have to stand up and reveal what you are (or are not) wearing; so, keep it professional just like you would in any other interview.
Practice how loudly you should speak. You don’t want to give the impression that you are yelling, but you don’t want the interviewer to have a hard time hearing you either. Some platforms that employers are using have the ability to let the interviewee practice and record themselves so they can see what the potential employer will see.
5. Final Touches
Have a copy of your resume by you. That way you can reference it for any dates or other information you are asked about.
Look into the actual camera and not the screen. Otherwise the camera will focus on your forehead and the interviewer won’t be able to look you in the eye.
Use the picture-in-picture feature if it’s available to you. This will help to ensure that the angle of your webcam is set up correctly so the interviewer is looking at your face and not your chest.
Once the interview begins, the process will be much the same as any other interview. Expect the same type of questions you would in any other circumstance. One of the perks of video interviews is that you can have your notes in front of you without them being distracting to the interviewer. Just make sure you have practiced enough beforehand so you aren’t looking down the entire time.
Originally Posted On: recruiter.com By: Vanessa Mayes
“But if you never try, you’ll never know”—Fix You, Coldplay
Ten years ago, before I was a husband and father, I learned that giving flexible work hours to your best people is a great way to keep them. I was running Yahoo Music, and my senior business development leader, Karin, was doing a terrific job but needed some time at home after the birth of her first child. She asked me if she could work four days a week and get paid 80 percent of her full-time salary. Because she was a star performer, I agreed, though we hadn't allowed people to work part-time before. Karin did a great job, and we never really noticed that she was out on Fridays. When her second child was born, she wanted to travel less. We switched her into a product development job, still at 80 percent time. She not only flourished but was eventually able to take on a general manager role at Yahoo in another group because she had experience in both business and product development. Karin has continued to progress in her career as a successful leader, and managed to keep her 80 percent schedule until her kids were in school full time.
When I became CEO of SurveyMonkey four years ago, I used this lesson in flexibility to help attract outstanding senior executives. Today, 40 percent of our senior executives are women with children, an unusually high number in the technology industry. I was able to hire Selina, our senior vice president of product and engineering, by having this elastic approach to hiring great people. At the time, Selina was four months pregnant with her first child. She had many opportunities to start or run her own company (she founded Evite when she was at Stanford), but I was able to persuade her that she could have both a huge impact and more flexibility by joining us than she would have by doing her own start up.
Minna, whom I hired early on to run SurveyMonkey’s international business, had taken a year off after her second child was born and was hesitant to commit to full-time work. I convinced her that she could work four days a week, like Karin, and I was confident that 80 percent of Minna was more than 100 percent of most people we could have hired. Brad, our head of user experience, was very interested in joining us, but he and his wife were expecting their first child and were concerned about his hours, wondering if it made sense for him to jump to a smaller company. Selina and I took Brad and his wife out to dinner and convinced both of them that it could work better—that if he joined our team, Brad would be able to be around more for his family by working a day a week from home.
Too often we focus on titles, compensation and perks to attract great people. I have learned that giving talented men and women flexibility and trusting them to excel has been key to hiring and retaining a great team.
Originally Posted On: LinkedIn By: David Goldberg
.... clarifying job expectations before the person is hired is not only the secret to great hiring, but also great management.I was forced to become a more disciplined and focused interviewer once I started giving my clients a one year guarantee my candidates would be successful. It took a few years to get there, but it required well-established myths to be discarded and new approaches to be implemented. These were the biggies:
How to Use the Performance-based Interview to Predict Job Success
Conduct a Work-history Review looking for the “Achiever Pattern.” When you start the interview, spend at least 30 minutes reviewing the candidate’s background to determine general fit. Make sure you ask why the person changed jobs and if the new job provided what they were looking for. Changing jobs is a big decision, so look for a pattern that indicates the person did it for the right reasons. Most important, seek out evidence that the person is consistently in the top 25% of his or her peer group. This is the Achiever Pattern. Here are some clues:
Ask the person to describe their Most Significant Accomplishment (MSA) in each of the past few jobs and observe the trend of performance over time. It takes at least 15 minutes to understand the scope, depth, and impact of each of the person’s major accomplishments. The detailed fact-finding technique required to do this is summarized in The Most Important Interview Question of All Time post. From an assessment standpoint the value of this type of question is two-fold:
Conducting a performance-based interview is straightforward. It just requires some discipline. Knowing if you’re getting the right answers is a bit harder. Even harder is getting a top person to accept your job. But it all starts by knowing what the person hired needs to do to be considered successful. As a result, you’ll discover that clarifying expectations before the person is hired is not only the secret to great hiring, but also great management.
Originally Posted On LinkedIN
By: Lou Adler
7 Success-Focused Questions for 2014 by Andrew Considine, Inspire to Achieve
Great success is about asking yourself success-focused questions. By doing so you are more likely to receive the answers you need that will inspire and motivate you to achieving the success you desire for 2014.
Here are 7 ‘Success-Focused Questions’ that will help you to do so:
1.What ‘Exactly’ do I truly want to achieve within the next 12 months and Why?
This question holds two parts: (a) Knowing what you ‘truly’ want to achieve and (b) Why is it important for you to achieve it.
All achievement, no matter what its nature, needs to begin with a passionate desire to achieving something specific, as doing so will give you clarity and focus towards achieving your goal. The second part of this question; knowing why, gives you the reason for achieving what you truly want. As the German philosopher Friedrich Nietzsche once said: When you know your ‘why’ you will cope with any ‘how’.
2. What resources do I need to achieve my goals?
Knowing what you exactly want to achieve and why you want to achieve it are the foundation questions forsuccess. However, you are going to need to build on your desired goal and for that to happen you will need the appropriate tools and resources to do so. Ask who and what is important for you to avail of in order to move a step closer to achieving your goal.
3. What do I love to do, what am I exceptionally good at?
Ensure that you are wise and humble enough to know the difference between what you are exceptionally good at and what you love doing, as opposed to what you are not good at and don’t love doing! In order to advance your business it will be important and wise to focus your energy towards the areas you are exceptionally good at and love doing. Work to your strengths and delegate to others those areas that you find uninspiring and demotivate you.
4. What are the 3 highest priority action steps I can complete today that will enable me to achieve my goal?
If you asked yourself and followed up on this question every day for the next six months (182 days), you will have developed and taken action on 546 tasks! Now, the likelihood of achieving your goal, if you were to do this, will make a successful outcome a real possibility. These action steps could include arranging a meeting with a prospective client, making a phone call, or taking time to reflect on and evaluate your progress so far. Always focus on taking action.
5. What challenges have I overcome in the past that will serve me well today and in the future?
This question helps you to use your past challenges as stepping stones for your present and future. Ask yourself, ‘What skills, techniques and ways of thinking did I use to address and get through past challenges? It is a matter of perspective; you can see past challenges as obstacles or as stepping stones to achieving your goals. Understand that if you fall flat on your face, you are still going forward! Learn from your past and use the experiences well in order to develop your present situation and grow into your future.
6. What additional skills or refinement of my skills and ways of doing things do I need to evaluate and possibly change if I am to improve my present results?
People who engage in continuous learning and development are sure to discover fresh and insightful techniques in developing and enriching their goal-achieving strategies.
7. What professional support do I need in order to help me achieve my 2014 goals?
Great achievers know that true success is experienced through seeking the right kind of support and guidance. This short story highlights this point very well:
A little boy was having difficulty lifting a heavy stone. His father came along just then and noting the boy’s failure, he asked, “Are you using all your strength?” “Yes, I am,” the little boy said impatiently. “No, you are not,” the father answered. “I am right here just waiting, and you haven’t asked me to help you.”
The right help and guidance is usually readily available. All you have to do is to want it and then ask for it!
These 7 Success-Focused Questions will require some clear thinking and concentrated effort, but if you take some time to reflect on them, listen to the answers and insights that surface within and follow them through, you will become inspired and motivated towards taking the right actions in order for you to achieve your 2014 goals.
To your inspired success.
About the author:
For 27 years Andrew Considine has extensive experience in providing support, guidance and strategic direction to individuals, businesses, organisations both in the public and private arena, in the fields of personal and professional development. As an inspirational teacher and through his company ‘Inspire to Achieve’, Andrew inspires and motivates his audiences and clients providing support, guidance and direction towards doing what they love and loving what they do. Andrew provides his extensive knowledge and skills through inspirational talks, success seminars, one-to-one executive consultations, mentoring and coaching as well as training programmes to audiences both in the national and international arena.
Originally Posted On: trustedadvisorgroup.newsweaver.com
Harvard Business School topped The Financial Times‘ 2014 global MBA ranking for the second year in a row and the fifth time since the FT began ranking full-time MBA programs in 1999. Stanford Graduate School of Business held on to its second place finish of last year, but Wharton slipped from its third-place perch to fourth, replaced by London Business School. Columbia Business School and INSEAD shared fifth place.The bigger news in the new ranking, published today, had to do with other prominent U.S. schools. Yale University’s School of Management jumped four places to tenth in the world, its first appearance among the top 10 in seven years. Only two years ago, The Financial Times had ranked Yale 20th in the world. Yet, curiously, the school’s weighted salaries for alumni fell to $150,880 from $159,370 a year earlier and the average increase over pre-MBA pay also dropped to 114% from 118% in 2013.
The University of Michigan’s Ross School rose seven places to finish 23rd. The University of Virginia’s Darden School rose eight places to finish 27th, while the Kenan-Flagler Business School at the University of North Carolina soared a dozen places to finish 32nd.
The FT said that the University of Minnesota’s Carlson School, removed from its ranking last year when the school declined to share data on students due to state privacy laws, was back in the ranking, finishing 54th. When Carlson was last included in 2012, the school ranked 72nd. The newspaper added that the highest new entrant on the list is the Indian Institute of Management in Bangalore at a rank of 68. IMD also gained seven places to finish 12th from 19th a year earlier.
In general, U.S. schools seem to do especially well this year on the global list. Many U.S. full-time MBA programs gained two or three places, with the University of Washington’s Foster School and Boston University’s leaping 20 places each–the largest single gains among the Top 100 ranked schools. On the other hand, many U.K. schools seemed to suffer setbacks. Manchester Business School plunged 14 places to a rank of 43, while Cranfield fell eight places to 46 and Imperial slipped seven spots to 49th.
The world’s highest alumni salaries–three years after graduation and calculated by the FT based on alumni surveys–belonged to Stanford MBAs: $184,566. Harvard Business School and Wharton grads followed with $178,300 and $170,472, respectively. Two other U.S. schools, Columbia and Kellogg, rounded out the top five, with Columbia alumni three years out earning an average $164,180 and Kellogg MBAs at $157,719.
But it was the MBA programs in Asia that delivered the largest increases over pre-MBA salary levels. China’s Shanghai Jiao Tong University’s three-year-out alumni reported chart-topping increases that averaged 166% over what they had earned before getting their degrees. They were followed by Fudan University (163%), CEIBs (156%), and Peking University (151%).
The U.S. school delivering the biggest salary boost? The University of Pittsburgh’s Katz School where alums said they received a 132% rise. Stanford alumni doubled their pre-MBA pay (100%), while Harvard alumni did slightly better at 113%. Still, the surveyed alumni began and ended their MBA studies during one of the worst recessions in history. Yet, as a whole they were able to double their pre-MBA salaries within three years of graduation and at many schools do even better than 100%. Roughly 85% of the respondents left annual salaries averaging $64,000 when they entered an MBA program five years ago. Three years after graduation, the FT said, the average alumnus is a 33-year-old senior manager or higher on a salary of $127,000.
For more analysis of the new Financial Times' ranking, see PoetsandQuants.com:
Originally Posted On: LinkedIn By: John A. Byrne
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