Recommender Information:
How long have you known the applicant?
During which period of time have you had the most frequent contact with the applicant?
You have been registered by the applicant as providing this type of Letter of Reference. Please do not change this without consulting with the applicant.
Are/were you the applicant’s direct supervisor?
Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization.(Limit 320 characters.)
How many candidates are you recommending to Stanford GSB this year?
Applicant Information:
Listed below you will find a number of competencies that contribute to successful leadership. Within each category, please mark the one button corresponding to the behavior that the candidate most typically exhibits. We acknowledge that all candidates have both areas of strength and areas of development. If you select the highest rating, please provide specific examples in your letter.
Initiative
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
Results Orientation
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Communication, Professional Impression & Poise
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Presents views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; when in strong conflict or crisis, remains cool under pressure; channels strong emotion into positive action
Influence and Collaboration
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
Respect for Others
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
Team Leadership
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
Developing Others
No basis for judgment
Focuses only on own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Trustworthiness/ Integrity
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
Adaptability/Resilience
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits calm in unfamiliar situations until confronted with obstacle
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
Self Awareness
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources – people, processes, or content – to maximize strengths or mitigate weaknesses
Problem Solving
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
Strategic Orientation
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
Please feel free to comment if you need to clarify the ratings you have assigned.
Based on your professional experience, how would you rate this candidate compared to her/his peer group?
Overall, I…
Reference Questions:
1. The most useful recommendations provide detailed descriptions, candid anecdotes, and specific evidence that highlight the candidate’s behavior and impact on those around her or him. This kind of information helps distinguish the very best individuals from a pool of many well-qualified candidates. Please write your answers to the following questions in a separate document and upload that document into the online application.
2. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g., what are the applicant’s principal strengths?) – Up to 500 words
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. – Up to 500 words
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:14 标题: 2018-2019 Harvard Business School (HBS) Recommendation Questions:
Recommender Information
Context of Relationship:
Current employer
Previous employer
University/academic
Extracurricular/community
Other
Are you an HBS graduate?
If yes, please list year of graduation:
Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization:
Number of applicants you are recommending to the HBS MBA Program this year:
Recommendation
HBS asks recommenders to rate the applicant’s traits and skills using the following scale: No Information, Area of Concern, Opportunity for Development, Solid/Meets Expectations, Relative Strength/Exceeds Expectations.
Traits and Skills:
Awareness of Others
Humility
Adaptability/Resilience
Imagination, Creativity, and Curiosity
Initiative
Integrity
Interpersonal Skills (with subordinates/colleagues)
Interpersonal Skills (with superiors)
Maturity
Self-awareness
Self-confidence
Teamwork
Skills: Analytical thinking
Skills: Listening
Skills: Quantitative Aptitude
Skills: Verbal Communication
Skills: Writing
Please feel free to comment on the ratings you have assigned:
Recommendation Upload
Finally, HBS poses two questions to be answered in a separate document and uploaded to the online recommendation:
Please respond to both questions below in a single document.
1. How do the applicant’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (Recommended: 300 words)
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended: 250 words)作者: myice 时间: 2018-8-25 10:16 标题: 2018-2019 Wharton Recommendation Questions
Recommender Information
The recommendation begins with the recommender’s contact information, followed by a handful of background questions:
Relationship With Applicant: (e.g. Direct Supervisor, Advisor, Indirect Report/Subordinate)
During which period of time have you had the most frequent contact with the applicant?
Are you a graduate of Wharton or any other University of Pennsylvania school? (Yes / No)
Are you a faculty member of Wharton or any other University of Pennsylvania School? (Yes / No)
Summary Appraisal
Please look at this list of personality characteristics and choose up to three traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose three, only up to three.)
Options: Determined, Humble, Disciplined, Engaged, Intellectually Curious, Analytical, Flexible, Persistent, Conscientious, Results Oriented
Please look at this list of personality characteristics and choose up to three traits that you feel best represent the candidate you are recommending to the Wharton MBA Program. (TIP – You do not have to choose three, only up to three.)
Options: Collaborative, Persuasive, Innovative, Confident, Self-Aware, Professional, Resilient, Energetic, Emotionally Stable, Agreeable
Applicant Assessment
1.Please provide example(s) that illustrate why you believe this candidate will find success in the Wharton MBA classroom. (Word count: 300)
2.Please provide example(s) that illustrate why you believe this candidate will find success throughout their career. (Word count: 300)
3.(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:27 标题: 2018-2019 Northwestern / Kellogg Recommendation Questions
Recommender Information
Are you a Kellogg Alumnus?
Have known candidate since:
Please comment briefly on the context of your interaction with the applicant and his/her role in your organization. (250 characters)
What has been the candidate’s most significant contribution to your organization? Provide measurable impact if applicable. (250 character)
Leadership Assessment
Listed below you will find a section listing some competencies and character traits that contribute to successful leadership. For each item, please select the response corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee.
Please assess the candidate on the following skills/qualities.
Results Orientation
Invents and delivers best in class standards and performance
Introduces incremental improvements to enhance business performance using robust analysis
Exceeds goals and raises effectiveness of organization
Overcomes obstacles to achieve goals
Fulfills assigned tasks
No Basis
Strategic Orientation
Implements a successful strategy that challenges other parts of the company or other players in the industry
Develops insights or recommendations that have shaped team or department strategy
Develops insights or recommendations that have improved business performance
Identifies opportunities for improvement within area of responsibility
Understands immediate issues of work or analysis
No Basis
Team Leadership
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Solicits ideas and perspectives from the team; holds members accountable
Assigns tasks to team members
Avoids leadership responsibilities; does not provide direction to team
No Basis
Influence and Collaboration
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
Brings others together across boundaries to achieve results and share best practices
Generates support from others for ideas and initiatives
Engages others in problem solving
Accepts input from others
No Basis
Communicating
Presents views clearly; solicits opinions and concerns; discusses them openly
Presents views clearly and demonstrates understanding of the response of others
Presents views clearly and in a well-structured manner
Is generally to the point and organized
Sometimes rambles or is occasionally unfocused
No Basis
Information Seeking
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Asks a series of probing questions to get at the root of a situation or problem
Personally investigates problems by going directly to sources of information
Asks direct questions about problem at hand to those individuals immediately available
No Basis
Developing Others
Inspires and motivates others to develop by providing feedback and identifying new growth opportunties as well as supporting their efforts to change
Gives specific positive and negative behavioral feedback and provides unfailing support
Points out mistakes to support the development of others
Focuses primarily on own abilities
No Basis
Change Leadership
Builds coalition of supports and coordinates change across multiple individuals; may create champions who will mobilize others to change
Promotes change and mobilizes individuals to change behavior
Defines positive direction for change and persuades others to support it
Challenges status quo and identifies what needs to change
Accepts status quo; does not see the need for change
No Basis
Respect for Others
Uses understanding of others and self to resolve conflicts and foster mutual respect
Is respectful to all and generous with praise; ensures other opinions are heard
Is humble and respectful to all
Generally treats others with respect; usually shares praise and credit
Is sometimes self-absorbed or overly self-interested
No Basis
Trustworthiness
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Acts consistently with stated intentions even in difficult circumstances
Generally acts consistently with stated intentions
Shows occasional lapses in trustworthy behavior
No Basis
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
The best I’ve encountered in my career
Outstanding (Top 5%)
Excellent (Top 10%)
Very good (well above average)
Average
Below Average
No Basis
If needed, please explain any rankings above.
Do you recommend this candidate for Kellogg?
Recommend the candidate
Recommend the candidate with reservations
Do not recommend the candidate
Are you willing to speak with an admissions officer about this candidate?
Recommendation Upload
Please address all of the following questions:
1. Kellogg has a diverse student body and values students who are inclusive and encouraging of others with differing perspectives and backgrounds. Please tell us about a time when you witnessed the candidate living these values. (300 words)
2. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
3. Describe the most important piece of constructive feedback you have given the candidate. Please detail the circumstances and the applicant’s response. (250 words)
4. (Optional) Is there anything else you would like us to know?作者: myice 时间: 2018-8-25 10:31 标题: 2018-2019 MIT Sloan Recommendation Questions
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
Achievement
Influence
People
Personal Qualities
Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you’d like to comment?
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
Unable to assess
Below average
Average
Very good (well above average)
Excellent (top 10%)
Outstanding (top 5%)
The best encountered in my career
Overall,…
I do not recommend
Recommend this applicant, with reservations
Recommend this applicant
Enthusiastically recommend this applicant
Section 3
Please answer the following questions and provide specific examples where possible.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words)
How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words)
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:33 标题: 2018-2019 Columbia MBA Recommendation Questions
Do you have an MBA?
Thank you for your willingness to recommend a candidate to Columbia Business School. Your recommendation adds vital perspective to the admissions process. Please consider the following guidelines when writing your recommendation:
1. How do the candidate’s performance, potential, background, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
Please limit your recommendation to 1000 words. Thank you once again.作者: myice 时间: 2018-8-25 10:35 标题: 2018-2019 Chicago Booth Recommendation Questions
Recommenders are asked to provide a bit of context on their backgrounds and relationship with the applicant, to rate the applicant’s skills and qualities via a grid, and to provide a letter that addresses two required questions.
How long have you known the applicant?
Do you have an MBA degree?
Are you in any way affiliated with The University of Chicago or Chicago Booth?
Skills Assessment
Recommenders are asked to rate the candidate on a handful of leadership traits and skills on the following scale: Unable to Assess, Area of Concern, Opportunity for Development, Solid/Meets Expectations, Strength/Exceeds Expectations.
Please assess the candidate’s skills in the following areas. Your honest and candid assessment greatly helps the Admissions Committee in evaluating the candidate.
Most candidates will have a range of marks; it is extremely rare for a candidate to exceed expectations in all areas.
Ability to adapt to change
Awareness of self and others
MaturityChicago Booth MBA Recommendation Questions Grid
Openness to feedback and constructive criticism
Interpersonal skills (with colleagues/subordinates)
Interpersonal skills (with superiors/executives)
Confidence
Initiative/Self-Motivation
Collaboration/Teamwork
Critical Thinking Skills
Intellectual Curiosity
Problem Solving Skills
Peer Comparison
Based on your professional experience, how does the applicant rate within his or her peer group?
Best in Career
Truly Exceptional (top 5%)
Outstanding (top 10%)
Very Good (top 25%)
Average (top 50%)
Below Average
Unable to Assess
Please indicate the reference group for this comparison.
Overall I:
Enthusiastically recommend this candidate
Recommend this candidate
Recommend this candidate with reservations
Do not recommend this candidate
Letter of Recommendation
Finally, the recommender is asked to upload a letter of recommendation, which should respond to the prompts below.
Please provide a written letter of recommendation in support of the applicant addressing the following questions:
How do the applicant’s performance, potential, background or personal qualities compare to those of other well-qualified candidates in similar roles? Please provide specific examples.
Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.作者: myice 时间: 2018-8-25 10:38 标题: 2018-2019 Berkeley Haas Recommendation Questions
Recommender Information
If you are a Berkeley-Haas alum, please let us know from which program and year you graduated.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization.
Applicant Recommendation
1. How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?)
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
3. In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley-Haas value.
4. (Optional) Is there anything else we should know?
Applicant Rating
Please give us your appraisal of the applicant in terms of the traits listed below. Compare the applicant with others whom you know have applied to business school or with individuals who are being groomed for leadership positions within your organization.
Results Orientation
5 – Invents and delivers best in class standards and performance
4 – Introduces incremental improvements to enhance business performance using robust analysis
3 – Exceeds goals and raises effectiveness of organization
2 – Overcomes obstacles to achieve goals
1 – Fulfills assigned tasks
No Basis
Strategic Orientation
5 – Implements a successful strategy that challenges other parts of the company or other players in the industry
4 – Develops insights or recommendations that have shaped team or department strategy
3 – Develops insights or recommendations that have improved business performance
2 – Identifies opportunities for improvement within area of responsibility
1 – Understands immediate issues of work or analysis
No Basis
Team Leadership
5 – Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
4 – Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
3 – Solicits ideas and perspectives from the team; holds members accountable
2 – Assigns tasks to team members
1 – Avoids leadership responsibilities; does not provide direction to team
No Basis
Influence and Collaboration
5 – Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
4 – Brings others together across boundaries to achieve results and share best practices
3 – Generates support from others for ideas and initiatives
2 – Engages others in problem solving
1 – Accepts input from others
No Basis
Communication
5 – Presents views clearly; solicits opinions and concerns; discusses them openly
4 – Presents views clearly and demonstrates understanding of the response of others
3 – Presents views clearly and in a well-structured manner
2 – Is generally to the point and organized
1 – Sometimes rambles or is occasionally unfocused
No Basis
Information Seeking
5 – Involves other who would not normally be involved including experts or outside organizations; may get them to seek out information
4 – Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
3 – Asks a series of probing questions to get at the root of a situation or problem
2 – Personally investigates problems by going directly to sources of information
1 – Asks direct questions about problem at hand to those individuals immediately available
No Basis
Developing Others
5 – Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts
4 – Gives specific positive and negative behavioral feedback and provides unfailing support
3 – Gives specific positive and negative behavioral feedback to support the development of others
2 – Points out mistakes to support the development of others
1 – Focuses primarily on own abilities
No Basis
Change Leadership
5 – Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
4 – Promotes change and mobilizes individuals to change behavior
3 – Defines positive direction for change and persuades others to support it
2 – Challenges status quo and identifies what needs to change
1 – Accepts status quo; does not see the need for change
No Basis
Respect for Others
5 – Uses understanding of others and self to resolve conflicts and foster mutual respect
4 – Is respectful to all and generous with praise; ensures other opinions are heard
3 – Is humble and respectful to all
2 – Generally treats others with respect; usually shares praise and credit
1 – Is sometimes self-absorbed or overly self-interested
No Basis
Trustworthiness
5 – Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
4 – Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
3 – Acts consistently with stated intentions even in difficult circumstances
2 – Generally acts consistently with stated intentions
1 – Shows occasional lapses in trustworthy behavior
No Basis
To what degree do you recommend this applicant be admitted to the Berkeley Full-time MBA Program?
Enthusiastically recommend
Recommend
Recommend with Reservations
Do Not Recommend作者: myice 时间: 2018-8-25 10:40 标题: 2018-2019 Dartmouth / Tuck Recommendation Questions
Letter of Reference Short-Answer Questions
1.What is your relationship with the candidate (25 words)
2.How long have you known the candidate? (25 words)
3.How often do you interact with the candidate? (25 words)
Recommendation Letter
Thank you for taking the time to provide a letter of reference. You may wish to type your responses elsewhere and then copy and paste them into this box. We encourage you to respond to all these questions in no more than 750 words. To be sure to address all the questions, you may wish to number your responses.
1. How does your organization measure success for someone in this candidate’s role? How does the candidate perform relative to these measures?
2. Tuck students are smart. Please comment on the candidate’s intellectual ability and her/his response when encountering the limits of that ability.
3. Tuck students are nice. Please comment on how the candidate interacts with others including when the interaction is difficult or challenging.
4. Tuck students are accomplished. Please comment on the candidate’s impact on your organization’s results and the behaviors that made these results possible.
5. Tuck students are aware. Please comment on the candidate’s recognition of her/his growth areas and response to feedback about these growth areas.
6. Is there anything else we should know? (Optional)作者: myice 时间: 2018-8-25 10:42 标题: 2018-2019 Yale SOM Recommendation Questions
Leadership Assessment
In this section, you will find 12 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
– Achievement
– Influence
– People
– Personal Qualities
– Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
Peer Comparison
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
Unable to assess
Below Average
Average
Very Good (well above average)
Excellent (top 10%)
Outstanding (top 5%)
The best encountered in my career
Overall Recommendation
Overall, I …
Do not recommend this applicant
Recommend this applicant, with reservations
Recommend this applicant
Enthusiastically recommend this applicant
Qualities Assessment
Below is a list of some of the qualities that describe Yale SOM students and alumni. Please review the list and check off the three (3) qualities on the list that you feel best describe the applicant. Please note that we are not looking for any specific qualities; instead, we are simply trying to get a better sense of the applicant’s strengths.
Adaptable
Analytical
Creative
Curious
Hard-working
Humble
Intuitive
Level-headed
Open-minded
Persistent
Positive
Resilient
Responsible
Self-motivated
Smart
Socially adept
Recommendation Letter
Please write an assessment of the applicant that addresses the prompts below. We are looking for your candid and accurate assessment of the applicant’s potential to be a successful leader and the specific traits the applicant possesses that evidence this potential. Please be as specific as possible and use concrete examples where applicable. Do not incorporate anything drafted by the candidate in your recommendation or have the candidate submit the recommendation on your behalf. Please note that Yale SOM welcomes you to upload and submit letters of recommendation written in Chinese (Mandarin) or Spanish. Yale University will be responsible for providing a translation to English for review by the Office of Admissions.
1.Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words)
2.How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words)
3.Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words)
4.Are you in a position to know whether the applicant is sponsored for the MBA by his or her current employer? If so, please comment.
5.(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:43 标题: 2018-2019 Duke / Fuqua MBA Recommendation Questions
Section 1: Recommender Information
Context of Relationship:
Current employer
Previous employer
University / Academic
Extracurricular / community
Other
Nature of relationship
Direct Supervisor
Other Supervisor
Advisor / mentor
Colleague / Peer
Direct Report
Indirect report
Client / Customer
Business Partner / Investor
Vendor
Professor Instructor
Other
How long have you known the applicant?
During which period of time have you had the most frequent contact with the applicant?
If you are affiliated with The Fuqua School of Business or Duke University, please select the option that most closely matches.
Faculty
Fuqua School of Business Graduate
Staff
Not affiliated
Other
Section 2:
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
Achievement
Influence
People
Personal Qualities
Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs, or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you’d like to comment?
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
Below Average
Average
Very Good (well above average)
Excellent (top 20%)
Outstanding (top 10%)
One of the best encountered in my career
Overall, I…this candidate to The Fuqua School of Business.
Do Not Recommend
Recommend with Reservations
Recommend
Section 3:
Please answer the following questions and provide specific examples where possible.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words)
How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words)
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:46 标题: 2018-2019 Michigan / Ross MBA Recommendation Questions
Recommender Information
How long have you known the applicant?
During which period of time have you had the most frequent contact with the applicant?
If you are affiliated with Ross School of Business or University of Michigan, please indicate how.
Recommendation Form
In this section, you will find 12 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
Achievement
Influence
People
Personal Qualities
Cognitive Abilities
For each competency, please mark the one button corresponding to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid, honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
Initiative
No Basis for Judgement
Reluctant to Take on New Tasks, Waits to Be Told What to Do; Defers to Others
Willing to Step in and Take Action When Required to Do So
Takes Charge Spontaneously When Problem Needs Attention
Volunteers for New Work Challenges; Proactively Puts in Extra Effort to Accomplish Critical or Difficult Tasks
Proactively Seeks High-impact Projects; Steps Up to Challenges Even When Things Are Not Going Well
Results Orientation
No Basis for Judgement
Focuses on Fulfilling Activities at Hand; Unsure How Work Relates to Goals
Takes Actions to Overcome Obstacles to Achieve Goals
Independently Acts to Exceed Goals and Plans for Contingencies
Documents Activities and Outcomes to Learn From Past; Introduces Incremental Improvements to Raise the Effectiveness of Team
Invents New Approaches with Measurably Better Results; Works to Deliver Best-in-class Performance Improvements
Influence
Communication and Professional Impression, Poise and Presence
No basis for judgement
Struggles to Get Point Across; Neglects to Understand Audience’s Input or Perspective; Lacks Confidence and Gets Flustered Under Pressure
Works to Get Point Across; Acknowledges Feedback; Reframes Statements When Necessary to Make Them Clearer; Speaks Politely; Remains Composed in Known Circumstances
Present Views Clearly and Logically Structures Content for a Broad Audience; Listens and Responds to Feedback; Prepares in Advance to Appear Confident; Leaves a Positive and Professional Impression; Responds Confidently in Unfamiliar Situations
Uses Tailored Language That Appeals to Specific Groups; Restates What Others Have Said to Check for Understanding; Comes Across as Confident; Responds Rapidly and Strongly to Crisis; Looked to for Advice and Guidance
Structures Content for Senior-level Meetings; Maintains Composure When Challenged; Solicits Opinions and Concerns, Discusses Them Openly and Adjusts Communication; When in Strong Conflict or Crisis, Remains Cool Under Pressure; Channels Strong Emotion Into Positive Action
Influence and Collaboration
No Basis for Judgement
Does Not Seek Input and Perspective of Others
Accepts Input From Others and Engages Them in Problem Solving
Seeks First to Understand Perspectives of Others; Takes Actions to Gain Their Support for Ideas and Initiatives
Uses Tailored Approaches to Connect with Others, Influence, and Achieve Results
Uses Tailored Influence Approaches to Create and Leverage a Network of Strategically Chosen Individuals to Improve Collective Outcomes
People
Respect for Others
No Basis for Judgement
Unwilling to Acknowledge Others’ Points of View
Open to Considering Others’ Views When Confronted or Offered
Invites Input From Others Because of Expressed Respect for Them and Their Views
Praises People Publicly for Their Good Actions; Ensures That Others’ Opinions Are Heard Before Their Own
Uses Empathy and Personal Experience to Resolve Conflicts and Foster Mutual Respect; Reinforces Respect with Public Praise When Individuals Solicit and Use Input From Others
Team Leadership
No Basis for Judgement
Struggles to Delegate Effectively (E.g. Micromanages); Does Not Organize Activities or Provide Appropriate Information to Complete Tasks
Assigns Tasks and Tells People What to Do; Checks When They Are Done
Solicits Ideas and Perspectives From the Team; Structures Activities; Holds Members Accountable
Actively Engages the Team to Develop Plans and Resolve Issues Through Collaboration; Shows the Impact of Individual/team Contributions
Recruits Others Into Duties or Roles Based on Insight Into Individual Abilities; Rewards Those Who Exceed Expectations; Provides Strong Organizational Support
Developing Others
No Basis for Judgement
Focuses Only on One’s Own Growth; Critical of Others’ Efforts to Develop
Encourages People to Develop; Points Out Mistakes to Help People Develop and Praises Them for Improvements
Gives Specific Positive and Negative Behavioral Feedback to Support the Development of Others
Provides Overarching Practical Guiding Principles and Recommendations That Are Applicable in Multiple Situations to Direct or Focus Efforts on Specific Areas of Development
Identifies Potential in Others; Inspires Others to Develop by Providing Feedback, Mentoring/coaching, and Identifying New Growth Opportunities as Well as Supporting Their Effort to Change
Personal Qualities
Trustworthiness/Integrity
No Basis for Judgement
Follows the Crowd; Takes Path of Least Resistance; Gives in Under Pressure
Acts Consistently with Stated Intentions, Values, or Beliefs When It Is Easy to Do So
Acts Spontaneously and Consistently with Stated Intentions, Values, or Beliefs Despite Opposition
Initiates Actions Based on Values or Beliefs Even Though the Actions May Come with Reputational Risk; Demonstrates the Values of the Team or Organization Publicly
Demonstrates High Personal Integrity Even at Personal Cost; Holds People Accountable to the Team or Organizational Values
Adaptability/Resilience
No Basis for Judgement
Prefers Existing Ways of Doing Things; Fears Failure; Becomes Anxious Under Challenging Situations
Adapts to New Methods and Procedures When Required to Do So; Remains Calm in Unfamiliar Situations Until Confronted with Obstacle
Champions Adoption of New Initiatives and Processes; Exhibits Level-headedness in Most Environments Including Challenging Ones; Persists Until Obstacle Is Overcome
Seeks Out Disruptions as an Opportunity for Improvement; Remains Optimistic and Forward-looking in Difficult Situations That May Result in Failure
Energized by Projects with High Uncertainty but Potential for High Reward; Seeks to Be the First Into Unknown or Unfamiliar Situations; Welcomes Learning Opportunities Created by Failure;
Learns From Mistakes and Rebounds Quickly From Setbacks
Self Awareness
No Basis for Judgement
Lacks Awareness of How He/She Is Perceived; Denies or Offers Excuses When Confronted
Acknowledges Fault or Performance Problem When Confronted with Concrete Example or Data
Describes Own Key Strengths and Weaknesses Accurately; Welcomes Feedback From Others and Discusses Opportunities to Change with Select Individuals
Actively Seeks Out Feedback to Explicitly Address Desired Improvement Areas or Build on Strengths; Explores Reasons for Problems Openly, Including Own Faults
Seeks Out Challenging and Potentially Risky Experiences to Improve; Identifies and Engages with Resources-people, Processes, or Content-to Maximize Strengths or Mitigate Weaknesses
Cognitive
Problem Solving
No Basis for Judgement
Avoids Problems; When Faced with Problems, Sticks to What Worked Before, or Chooses an Obvious Path
Offers Solutions When the Risk Is Low; Focuses on Immediate, Short-term Implications Instead of the Big Picture
Looks Beyond the Obvious; Identifies and Focuses on the Critical Information Needed to Understand a Problem, Identifies Root Cause(s), and Comes Up with Reasonable Solutions
Gathers and Analyzes Key Information Using Complex Methods or Several Layers Deep; Integrates Perspectives From a Variety of Sources to Arrive at Unexpected but Practical and Effective Solutions
Applies Logic to Break Complex Problems Down Into Manageable Parts or Sub-problems; Solves Tough and Interconnected Problems and Can Explain How the Pieces Are Connected
Strategic Orientation
No Basis for Judgement
Focuses on Completing Work Without Understanding Implications
Understands Immediate Issues or Implications of Work or Analysis
Develops Insights or Recommendations Within Area of Responsibility That Have Improved Near-Term Business Performance
Develops Insights or Recommendations Within Area of Responsibility That Have Shaped Team/organization Strategy and Will Have Impact on Long-term Business Performance
Develops Insights or Recommendations Beyond Area of Responsibility with Impact on Long-term Business Strategy and Performance
(Optional) Is there anything about your rating on the grid categories which you would like to comment?
Based on your professional experience, how do you rate this applicant compared to her/his peer group?
Unable to assess
Below average
Average
Very good (well above average)
Excellent (top 10%)
Outstanding (top 5%)
The best encountered in my career
Overall, I
do not recommend this applicant
recommend this applicant, with reservations
recommend this applicant
enthusiastically recommend this applicant
Evaluative Questions
1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words)
2. How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths? (500 words)
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)
4. (Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:48 标题: 2018-2019 UVA Darden Recommendation Questions
The recommendation starts off with some brief information about the recommender. Then moves on to:
Section 2
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
Achievement
Influence
People
Personal Qualities
Cognitive Abilities
For each competency, please highlight the selection that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluating the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you would like to comment?
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
Unable to assess
Below average
Average
Very good (well above average)
Excellent (top 10%)
Outstanding (top 5%)
The best encountered in my career
Overall, I …
Do not recommend this applicant
Recommend this applicant, with reservations
Recommend this applicant
Enthusiastically recommend this applicant
Section 3
Please answer the following questions and provide specific examples where possible.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (Recommended word count: 50 words)
How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (Recommended word count: 500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (Recommended word count: 500 words)
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:49 标题: 2018-2019 UCLA Anderson Recommendation Questions
Section 1: Recommender Information
Context of Relationship
Current Employer
Previous Employer
University/Academic
Extra Curricular/Community
Other
Nature of relationship
Direct Supervisor
Other Supervisor
Advisor/Mentor
Colleague/Peer
Direct Report
Indirect Report
Client/Customer
Business Partner/Investor
Vendor
Professor/Instructor
Other
How long have you known the applicant?
During which period of time have you had the most frequent contact with the applicant?
If you are affiliated with UCLA Anderson School of Management or UCLA, please select the option that most closely matches.
Faculty
UCLA Anderson Graduate
UCLA Graduate
Staff
Not affiliated
Other
Section 2
In this section, you will find 16 competencies and character traits that contribute to successful leadership. The competencies and character traits are grouped into five categories:
Achievement
Influence
People
Personal Qualities
Cognitive Abilities
For each competency, please select the one button that corresponds to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid and honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Achievement
1. Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take charge when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
2. Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Influence
3. Communication, Professional Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; remains cool under pressure during conflict or crisis; channels emotion into positive action
4. Influence and Collaboration: Engages and works with people over whom one has no direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
People
5. Respect for Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
6. Team Leadership: Manages and empowers a team of formal or informal direct reports, including virtual teams
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
7. Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Personal Qualities
8. Trustworthiness/ Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
9. Adaptability/ Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
10. Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Cognitive
11. Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
12. Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your competency ratings on which you’d like to comment?
Based on your professional experience, how do you rate this candidate compared to her/his peer group?
Unable to assess
Below average
Average
Very good (well above average)
Excellent (top 10%)
Outstanding (top 5%)
The best encountered in my career
Overall, I …
Do not recommend this applicant
Recommend this applicant, with reservations
Recommend this applicant
Enthusiastically recommend this applicant
Section 3
Please answer the following questions and provide specific examples where possible.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words)
How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:52 标题: 2018-2019 Cornell MBA Recommendation Questions
Recommender Information
Context of Relationship
None
Current Employer
Previous Employer
University/Academic
Extra Curricular/Community
Other
Nature of Relationship
None
Direct Supervisor
Other Supervisor
Advisor/Mentor
Colleague/Peer
Direct Report
Indirect Report
Client/Customer
Business Partner/Investor
Vendor
Professor/Instructor
Other
How long have you known the applicant?
If you are affiliated with the Johnson School or Cornell University, please select the option that most closely matches.
None
Faculty
Johnson Graduate
Cornell Graduate
Staff
Other
Not affiliated
Assessment Grid
For each competency, please mark the one button corresponding to the behavior that you have seen the applicant most consistently exhibit. We acknowledge that all applicants have both areas of strength and areas of development. Your candid, honest appraisal will assist in evaluation of the applicant. Please assume that each level builds upon behaviors of the previous level.
Initiative: Acts ahead of need/anticipates problems
No basis for judgment
Reluctant to take on new tasks; waits to be told what to do; defers to others
Willing to step in and take action when required to do so
Takes charge spontaneously when problem needs attention
Volunteers for new work challenges; proactively puts in extra effort to accomplish critical or difficult tasks
Proactively seeks high-impact projects; steps up to challenges even when things are not going well
Results Orientation: Focuses on and drives toward delivering on goals, objectives, and performance improvement
No basis for judgment
Focuses on fulfilling activities at hand; unsure how work relates to goals
Takes actions to overcome obstacles to achieve goals
Independently acts to exceed goals and plans for contingencies
Documents activities and outcomes to learn from past; introduces incremental improvements to raise the effectiveness of team
Invents new approaches with measurably better results; works to deliver best-in-class performance improvements
Communication, Prof Impression & Poise: Delivers messages and ideas in a way that engages an audience and achieves buy-in; uses listening and other attending behaviors to reach shared understanding; remains calm and measured even in time of crisis or conflict
No basis for judgment
Struggles to get point across; neglects to understand audience’s input or perspective; lacks confidence and gets flustered under pressure
Works to get point across; acknowledges feedback; reframes statements when necessary to make them clearer; speaks politely; remains composed in known circumstances
Present views clearly and logically structures content for a broad audience; listens and responds to feedback; prepares in advance to appear confident; leaves a positive and professional impression; responds confidently in unfamiliar situations
Uses tailored language that appeals to specific groups; restates what others have said to check for understanding; comes across as confident; responds rapidly and strongly to crisis; looked to for advice and guidance
Structures content for senior-level meetings; maintains composure when challenged; solicits opinions and concerns, discusses them openly and adjusts communication; when in strong conflict or crisis, remains cool under pressure; channels strong emotion into positive action
Influence and Collaboration: Engages and works with people outside of one’s direct control
No basis for judgment
Does not seek input and perspective of others
Accepts input from others and engages them in problem solving
Seeks first to understand perspectives of others; takes actions to gain their support for ideas and initiatives
Uses tailored approaches to connect with others, influence, and achieve results
Uses tailored influence approaches to create and leverage a network of strategically chosen individuals to improve collective outcomes
Respect For Others: Acknowledges the value of others’ views and actions
No basis for judgment
Unwilling to acknowledge others’ points of view
Open to considering others’ views when confronted or offered
Invites input from others because of expressed respect for them and their views
Praises people publicly for their good actions; ensures that others’ opinions are heard before their own
Uses empathy and personal experience to resolve conflicts and foster mutual respect; reinforces respect with public praise when individuals solicit and use input from others
Team Leadership: Manages and empowers a team of direct reports or peers on project based teams (includes virtual teams)
No basis for judgment
Struggles to delegate effectively (e.g. micromanages); does not organize activities or provide appropriate information to complete tasks
Assigns tasks and tells people what to do; checks when they are done
Solicits ideas and perspectives from the team; structures activities; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows the impact of individual/team contributions
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations; provides strong organizational support
Developing Others: Helps people develop their performance and ability over time
No basis for judgment
Focuses only on one’s own growth; critical of others’ efforts to develop
Encourages people to develop; points out mistakes to help people develop and praises them for improvements
Gives specific positive and negative behavioral feedback to support the development of others
Provides overarching practical guiding principles and recommendations that are applicable in multiple situations to direct or focus efforts on specific areas of development
Identifies potential in others; inspires others to develop by providing feedback, mentoring/coaching, and identifying new growth opportunities as well as supporting their effort to change
Trustworthiness/Integrity: Acts consistently in line with or follows explicit values, beliefs or intentions
No basis for judgment
Follows the crowd; takes path of least resistance; gives in under pressure
Acts consistently with stated intentions, values, or beliefs when it is easy to do so
Acts spontaneously and consistently with stated intentions, values, or beliefs despite opposition
Initiates actions based on values or beliefs even though the actions may come with reputational risk; demonstrates the values of the team or organization publicly
Demonstrates high personal integrity even at personal cost; holds people accountable to the team or organizational values
Adaptability/Resilience: Adapts to changing demands and circumstances without difficulty. Maintains calm optimism in the face of challenge, problems, or apparent failure
No basis for judgment
Prefers existing ways of doing things; fears failure; becomes anxious under challenging situations
Adapts to new methods and procedures when required to do so; remains calm in unfamiliar situations until confronted with obstacle
Champions adoption of new initiatives and processes; exhibits level-headedness in most environments including challenging ones; persists until obstacle is overcome
Seeks out disruptions as an opportunity for improvement; remains optimistic and forward-looking in difficult situations that may result in failure
Energized by projects with high uncertainty but potential for high reward; seeks to be the first into unknown or unfamiliar situations; welcomes learning opportunities created by failure; learns from mistakes and rebounds quickly from setbacks
Self Awareness: Aware of and seeks out additional input on own strengths and weaknesses
No basis for judgment
Lacks awareness of how he/she is perceived; denies or offers excuses when confronted
Acknowledges fault or performance problem when confronted with concrete example or data
Describes own key strengths and weaknesses accurately; welcomes feedback from others and discusses opportunities to change with select individuals
Actively seeks out feedback to explicitly address desired improvement areas or build on strengths; explores reasons for problems openly, including own faults
Seeks out challenging and potentially risky experiences to improve; identifies and engages with resources—people, processes, or content—to maximize strengths or mitigate weaknesses
Problem Solving: Frames problems, analyzes situations, identifies key issues, conducts analysis on the issues, and produces acceptable solution
No basis for judgment
Avoids problems; when faced with problems, sticks to what worked before, or chooses an obvious path
Offers solutions when the risk is low; focuses on immediate, short-term implications instead of the big picture
Looks beyond the obvious; identifies and focuses on the critical information needed to understand a problem, identifies root cause(s), and comes up with reasonable solutions
Gathers and analyzes key information using complex methods or several layers deep; integrates perspectives from a variety of sources to arrive at unexpected but practical and effective solutions
Applies logic to break complex problems down into manageable parts or sub-problems; solves tough and interconnected problems and can explain how the pieces are connected
Strategic Orientation: Thinks beyond one’s span of control and into the future to reshape the approach or scope of work
No basis for judgment
Focuses on completing work without understanding implications
Understands immediate issues or implications of work or analysis
Develops insights or recommendations within area of responsibility that have improved near-term business performance
Develops insights or recommendations within area of responsibility that have shaped team/organization strategy and will have impact on long-term business performance
Develops insights or recommendations beyond area of responsibility with impact on long-term business strategy and performance
(Optional) Is there anything about your ratings on which you would like to comment?
Recommendation Letter
Note: Recommenders may answer all of these questions by uploading a letter of recommendation. The online form notes that recommenders should keep the following in mind while writing their recommendation letter:
Strengths and outstanding qualities
How applicant gets along with others
Oral and written communication skills
English language ability if English is not the applicant’s native language
Areas of improvement (weaknesses)
Anything else you would like to say about the applicant
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words)
How does the applicant’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?) (500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)
(Optional) Is there anything else we should know?
Note: If recommenders opt to upload a one-page recommendation letter, they should (if permissible) write on company letterhead.作者: myice 时间: 2018-8-25 10:54 标题: 2018-2019 NYU Stern Recommendation Questions
Is the applicant currently employed by your organization? (Yes/No)
Are you an alumna/alumnus of the NYU Stern School of Business? (Yes/No)
Professional Recommendation
Please rate the applicant in relation to his or her peers.
Analytical/Quantitative Ability:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Oral Communication Skills:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Written Communication Skills:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Initiative:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Integrity:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Leadership:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Maturity:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Teamwork:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Professionalism:
Outstanding (Top 5%)
Excellent (Top 15%)
Good (Top 1/3)
Average (Middle 1/3)
Below Average (Bottom 1/3)
Unable to judge
Please mark your overall recommendation regarding this applicant’s admission to NYU Stern:
I strongly recommend this applicant for admission
I recommend this applicant for admission
I recommend this applicant for admission with reservations
I do not recommend this applicant be admitted
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization.
How does the applicant’s performance compare to that of other well-qualified individuals in similiar roles? Please provide specific examples. (E.g. what are the applicant’s principal strengths?)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
(Optional) Is there anything else we should know?作者: myice 时间: 2018-8-25 10:56 标题: 2018-2019 INSEAD MBA Recommendation Questions
Relationship to Candidate
After some personal identifying information, the form proceeds to inquire about the recommender’s relationship to the applicant.
Please, specify your relationship to candidate:
Professional
Educational
Personal
How long have you known the candidate? Define your relationship with the candidate and the circumstances whereby you met.
Candidate Rating
How do you rate the candidate on the following criteria? (Using the following scale: Outstanding (top 2%), Very Good (top 10%), Above Average (top 25%), Average (top 50%), Below Average (bottom 50%), Unobserved)
Competence in his/her fieldINSEAD Recommendation Questions
Professionalism
Focus on the task at hand
Readiness to use opportunities for achievement
Creativity and resourcefulness
Intellectual curiosity
Energy and drive
Personal integrity
Ability to work in a team
Organizational ability
Oral communication skills
Written communication skills
How do you rate the candidate’s potential for becoming a responsible and successful manager in international business compared with other students or employees whom you have known in a similar capacity?
Excellent (top 2%)
Very good (top 10%)
Above average (top 25%)
Average (top 50%)
Below average (bottom 50%)
Recommender Questions
Please give your answers to each of the following questions.
1.Comment on the candidate’s career progress to date and his/her career focus?
2.What do you consider to be the candidate’s major strengths? Comment on the factors that distinguish the candidate from other individuals at his/her level.
3.What do you consider to be the candidate’s major weaknesses?
4.Comment on the candidate’s potential for senior management. Do you see him/her as a future leader?
5.Describe the candidate as a person. Comment on his/her ability to establish and maintain relationships, sensitivity to others, self-confidence, attitude, etc. Specifically comment on the candidate’s behaviour or skills in a group setting/team environment.作者: myice 时间: 2018-8-25 10:59 标题: 2018-2019 LBS MBA Recommendation Questions
Confirm contact details:
Are you an alumna/alumnus of London Business School or connected with the institution in any way? If so please tell us which class or who you are connected with.
Recommender Comments:
Please answer the following questions regarding the applicant, making sure to save your work regularly.
How do you know the applicant? How long have you known them for?
What would you say are the applicant’s key strengths and talents?
What would you say are the applicant’s key weaknesses or areas for improvement?
In which areas of development has the applicant progressed most in the time you’ve known them?
If you are a professional referee, would you work with the applicant post-programme? If you are an academic referee, what will be the applicant’s main contributions to the program?
Recommender Rating:
Please rate the applicant, comparing them with other members of his or her peer group, on the qualities listed below using the following scoring system: 1 = High, 3 = Average, 5 = Low.
Intellectual or academic ability
Quantitative skills
Initiative / ability to take decisions
Problem-solving skills
Organisational skills
Leadership skills
Team skills
Impact / charisma
Self confidence
Self motivation
Spoken English communication skills
Written English communication skills
Please indicate your overall recommendation on a five point score from (1) Highly Recommended to (5) Not Recommended
Please feel free to elaborate on your recommendation. (If you prefer to submit additional comments in a separate letter, please email this to the address shown under作者: myice 时间: 2018-8-25 11:02 标题: 2018-2019 Cambridge MBA Recommendation Questions
Length of time you have known the applicant?
In what capacity have you known the applicant?
Rate the applicant
Please use the table below to appraise the applicant in the context of her or his peer group.
What is the peer group that you are using?
Number in peer group
Applicant’s ranking within peer group
The form then asks recommenders to rate the applicant on a series of character and leadership traits on the following scale: Below average, Average (top 50%), Good (top 25%), Outstanding (top 10%), Exceptional (top 2%), Insufficient information.
Integrity
Ability to work with others
Creativity
Motivation
Self-confidence
Analytical skills
Written communication skills
Oral communication skills
Leadership potential
Responsibility for own action
Quantitative numerical skill
Reference letter
Please also provide us with a one-two page letter of reference for the candidate. Please tell us anything that you think will help the Admissions Committee evaluate the candidate’s application, but in particular we would like you to address the following issues:
Please complete the following if you are a Supervisor or Peer Referee:
1.Elaborate and / or provide us with concrete examples if you have rated the applicant as below average, outstanding or exceptional on any of the qualities in the ‘Rate the Applicant’ Section.
2.Describe what you like most and least about working with the applicant.
3.Tell us about any particular weakness the candidate has compared to other peers / team members that you regularly work with.
4.Describe the applicant’s attitude and behaviour when working with: (a) managers/supervisors (b) peers (c) subordinates.
5.Suggest what you think the applicant will be doing in ten years.
Please complete the following if you are an Academic Referee
1.Elaborate and/or provide us with concrete examples of how the applicant has demonstrated the intellectual capacity to undertake this postgraduate programme. For example, demonstration of quant skill, capability of rigorous analysis & critical reflection of problems, mastering understanding in theoretical concepts.
2.Please provide us with any further relevant information about the candidate’s experience, abilities and temperament that you feel would be relevant.
3.Please indicate where the applicant was ranked in the class.作者: myice 时间: 2018-8-25 11:03 标题: 2018-2019 Oxford Saïd MBA Recommendation Questions
Please rate the applicant using the following scale: Needs Improvement, Developing, Competent, Exceeds Expectations, Unknown/Not Observed
Intellectual Curiosity
Leadership skills
Ability to work in a team
Energy and drive
English language ability
Please upload a letter below, to elaborate on your ratings you have given the candidate above. Please also indicate, for how long you have known the candidate and in what capacity, what are their strengths and weaknesses, and how you think the candidate would benefit from the programme.作者: 曼联火龙果 时间: 2018-8-26 16:05
