前醫管局主席及安永會計師事務所遠東主席胡定旭違反審計準則一案終於塵埃落定。胡定旭、安永及另外一名合夥人被判違反專業準則,香港會計師公會對他們作出紀律處分。案中的主角胡定旭被罰停牌兩年，及罰款二十五萬港元。對於一位已經退下來的會計師，是完全沒有阻嚇力。不過，重點不在刑罰的輕重。一如以往，會計師公會的新聞稿隱惡揚善，有意無意隱去了大量細節。有趣的細節都在紀律委員會的判詞裡。
如之前寫過，胡定旭案案情非常簡單，就是胡定旭在1995起當新中港審計師期間，收兩家茶禮，並人贓並獲：他一方面負責審計，另一方面，每月收取10萬元的顧問費負責管理客戶的帳目及控制銀行戶口，違反核數師獨立性這重要的原則及會計師的專業守則。
胡定旭最近接受壹周刊訪問時解釋，這件案對他不公平，原因是不應該用現在 - 或後Enron年代 – 的標準去審批他們20年前所作的審計。壹周刊負責記者或者不是負責金融行業、或不懂英文，或是懶惰，沒有花點時間看判詞。從判詞中可以找到紀律委員會分析為何胡定旭的解釋並不合理 - 核數師獨立性是重要的原則，現在如是，20年前亦然。委員會亦對胡定旭的無知感到驚訝 (surprising)。而且，審判是用上以往的準則 Statements on Auditing Standards，如非現在的 Standards on Auditing。在胡定旭的訪問中，可以看出他不但沒有誠意作一個新的理由，而且非常厚顏。如果該記者好好把握，應該可以打蛇隨棍上，即時問胡先生為甚麼沒有悔意，沒有反思 (lack of introspection)、是否有誠信危機，是否不適合出任公職等等。壹週刊的確是很有娛樂性的讀物，不過認真就輸了，不能有要求。
另外，縱然 Enron 的審計師安達信從客戶身上賺取大額非審計的顧問費用，據我了解但並沒有直接控制 Enron 的賬戶及銀行戶口。而且，用一件臭名遠播的案來為自己說項，就有如學生考試出貓作弊，被抓後詭辯「其他同學也是這樣」一般的無理。胡定旭為四家公司（電能實業、中國農業銀行、粵海投資、中國太平保險）的獨立董事，及一家正在籌備上市的公司的出任獨立董事。各家上市公司均有發表公告，表示知悉胡定旭被罰停牌，但沒有交代為何繼續讓胡定旭出任董事，及他的任命是否合適。原來面臨紀律處分的會計師可以繼續出任香港上市公司的獨立董事，可以繼續為小股東監察上市公司，為公司管治出一份力！香港真是一個充滿機會的地方！
這件案聽來簡單。正在考會計師專業試的同學亦應該能判斷胡定旭違反了守則。不過，會計師公會在新中港清盤後4年才展開調查，而調查亦用了超過6年時間。為甚麼調查需要那麼長時間呢？原來連委員會亦有所不知，只知這應該不關胡定旭他們事 (not attributable to any of the Respondents)，但會計師公會亦沒有解釋 (unexplained)。委員會認為拖了這樣長時間是十分令人惋惜 (regrettable) 及極不尋常 (exceptional)，而且對自我監管的會計師公會，公眾及會計師本身亦有不妥，而且並非公義的處事方式。
會計師公會的新聞稿對委員會的問題沒有回應，只交代的個人的懲處。會計師公會是否欠公眾及守法的專業會計師們一個交代？
原載在 Education Post。
2014年8月25日星期一
What have I learned from the MBA programme? (Part 2)
In earlier times, an apprenticeship was a much more fashionable way to learn a trade or profession. While the rise of cost-effective and scalable classroom teaching may have contributed to the demise of apprenticeships, the prevalence of internships has proved that on-the-job training is irreplaceable. There is only so much that lectures and readings can achieve: we very often learn a craft through observation and imitation. For example, we learn how to play the piano not by reading a Dummies Guide on it, but by imitating the moves of our instructors. We learn through observation, exposure and practice.
Classroom teaching and business cases are the building blocks of MBA programmes, and inevitably, there are structural voids that come with this mode of education. It is true that all schools have access to the same textbooks and cases. What impressed me most about my business school and professors is how they filled those voids, making an MBA education a holistic and seamless learning experience.
A business case is a reconstruction of a chain of historical events from the perspective of a bystander. It is all too easy to critique the decision maker with perfect hindsight and perfect data in an air-conditioned classroom. However, we all have emotions and don’t necessarily make the best decisions under stress and uncertainty. Furthermore, our decisions are bound by our position, belief and office politics. These inextricably intertwined forces are so important, and yet very often lacking, in typical business cases. Perhaps some of the issues are too polarising and politically inappropriate for publication. Having guest speakers who are in the know talk about their cases makes a substantial difference in class.
Guest speakers provide the context and inconvenient truth, and thereby complete the untold story. Through our interactions with them – some are the most influential and powerful figures in the world – we catch a glimpse of their souls, their fear and their thinking. They are only prepared to reveal their inner feelings when the professors are their good friends; the class is small, professional and smart; and the conversation is off the record. The most powerful assets of senior professors are not their publications, but their rolodex. The most important asset of a great business school is their students, not their facilities.
My visits to C-suite executives and senior government officials, and daily encounters with some highly talented classmates, have exposed me to the many possibilities in life. My friends and I have seen first-hand how highly successful people portray power, exert influence, and evade questions. We challenged them in class, as if they were classmates. Even more entertaining, and somewhat mind-boggling, is seeing the Jekyll and Hyde sides of many career politicians and senior business executives behind closed doors.
We did not like all we saw, but we had a better sense of what actually happens. We drew our own conclusions and learned from them. We have also become accustomed to nasty and provocative personalities, and at ease with senior executives of multinational corporations. We have been shown the dynamics and politics of boards of directors, and may even have been assimilated by them. We have become more like them. Maybe this explains the popularity of MBAs among consulting firms, investment banks, multinational corporations and other staid establishments. Perhaps this also explains why MBAs are not known for being entrepreneurial or innovative.
Originally posted on Education Post.
Classroom teaching and business cases are the building blocks of MBA programmes, and inevitably, there are structural voids that come with this mode of education. It is true that all schools have access to the same textbooks and cases. What impressed me most about my business school and professors is how they filled those voids, making an MBA education a holistic and seamless learning experience.
A business case is a reconstruction of a chain of historical events from the perspective of a bystander. It is all too easy to critique the decision maker with perfect hindsight and perfect data in an air-conditioned classroom. However, we all have emotions and don’t necessarily make the best decisions under stress and uncertainty. Furthermore, our decisions are bound by our position, belief and office politics. These inextricably intertwined forces are so important, and yet very often lacking, in typical business cases. Perhaps some of the issues are too polarising and politically inappropriate for publication. Having guest speakers who are in the know talk about their cases makes a substantial difference in class.
Guest speakers provide the context and inconvenient truth, and thereby complete the untold story. Through our interactions with them – some are the most influential and powerful figures in the world – we catch a glimpse of their souls, their fear and their thinking. They are only prepared to reveal their inner feelings when the professors are their good friends; the class is small, professional and smart; and the conversation is off the record. The most powerful assets of senior professors are not their publications, but their rolodex. The most important asset of a great business school is their students, not their facilities.
My visits to C-suite executives and senior government officials, and daily encounters with some highly talented classmates, have exposed me to the many possibilities in life. My friends and I have seen first-hand how highly successful people portray power, exert influence, and evade questions. We challenged them in class, as if they were classmates. Even more entertaining, and somewhat mind-boggling, is seeing the Jekyll and Hyde sides of many career politicians and senior business executives behind closed doors.
We did not like all we saw, but we had a better sense of what actually happens. We drew our own conclusions and learned from them. We have also become accustomed to nasty and provocative personalities, and at ease with senior executives of multinational corporations. We have been shown the dynamics and politics of boards of directors, and may even have been assimilated by them. We have become more like them. Maybe this explains the popularity of MBAs among consulting firms, investment banks, multinational corporations and other staid establishments. Perhaps this also explains why MBAs are not known for being entrepreneurial or innovative.
Originally posted on Education Post.
2014年8月23日星期六
What have I learned from the MBA programme? (Part 1)
A friend recently asked me what I have learned during my two-year MBA programme. This is the first part of my thoughts on the subject.
There are scientific hypotheses and theories about how brain development slows down as we grow older. When I was younger, this misled me into thinking I might be incapable of further intellectual advancement after a certain age, but I could not have been more wrong. Taking an MBA has turned out to be a most inspiring and memorable experience. It has accelerated my career progression and personal development and, in doing so, has definitely been transformative.
Even so, I find it difficult to put down in words exactly what I have learned. On various occasions, friends have asked me about the biggest lessons and I have clearly failed to come up with a consistent and satisfying answer. Perhaps this is attributable to the non-technical nature of an MBA, but it has also led me to reflect deeply on my two-year educational journey in the United States.
There, the MBA is rather confusingly classified as a professional degree. But unlike other such degrees, it does not provide on-the-ground training for a profession. A law degree prepares students to work in the legal field, a degree in medicine trains future doctors. Yet there is no obviously equivalent profession for MBA graduates. Even in the realm of business education, an MBA is probably the least technical further qualification. For instance, a master’s in accounting is clearly designed for accountants, while the MBA, in covering numerous subjects, is more of a compromise between breadth and depth.
Certainly, I learned a few tricks about statistics, financial engineering, strategy and, perhaps most importantly, about using Microsoft PowerPoint. But I could probably have learned those just as easily at home at less expense. I should, of course, mention having an expanded network and the many happenings outside the classroom. The MBA was a chance to step out of my comfort zone and test my own mental – and physical – limits multiple times. Also, it was difficult to keep count of all of the interesting excursions, meetings and seminars we were asked to attend. But with the nature of the MBA being to train people to be a jack of all trades, I know I have learned a lot, but still find it hard to pin down the few key distinct skills which will make all the difference.
It is only in retrospect and through introspection that I can recognise the subtle changes in myself and what I want and expect from life. Some of the changes are obvious and amusing, such as my new tolerance for poorly brewed coffee and hamburgers and a new passion for skiing and ice hockey. They may not help career advancement, but they have helped to add colour and variety to my life.
However, other influences from the MBA have fundamentally changed my perspectives on business and views about the world around us. I will go into more detail about that in my next blog.
Posted originally on Education Post.
There are scientific hypotheses and theories about how brain development slows down as we grow older. When I was younger, this misled me into thinking I might be incapable of further intellectual advancement after a certain age, but I could not have been more wrong. Taking an MBA has turned out to be a most inspiring and memorable experience. It has accelerated my career progression and personal development and, in doing so, has definitely been transformative.
Even so, I find it difficult to put down in words exactly what I have learned. On various occasions, friends have asked me about the biggest lessons and I have clearly failed to come up with a consistent and satisfying answer. Perhaps this is attributable to the non-technical nature of an MBA, but it has also led me to reflect deeply on my two-year educational journey in the United States.
There, the MBA is rather confusingly classified as a professional degree. But unlike other such degrees, it does not provide on-the-ground training for a profession. A law degree prepares students to work in the legal field, a degree in medicine trains future doctors. Yet there is no obviously equivalent profession for MBA graduates. Even in the realm of business education, an MBA is probably the least technical further qualification. For instance, a master’s in accounting is clearly designed for accountants, while the MBA, in covering numerous subjects, is more of a compromise between breadth and depth.
Certainly, I learned a few tricks about statistics, financial engineering, strategy and, perhaps most importantly, about using Microsoft PowerPoint. But I could probably have learned those just as easily at home at less expense. I should, of course, mention having an expanded network and the many happenings outside the classroom. The MBA was a chance to step out of my comfort zone and test my own mental – and physical – limits multiple times. Also, it was difficult to keep count of all of the interesting excursions, meetings and seminars we were asked to attend. But with the nature of the MBA being to train people to be a jack of all trades, I know I have learned a lot, but still find it hard to pin down the few key distinct skills which will make all the difference.
It is only in retrospect and through introspection that I can recognise the subtle changes in myself and what I want and expect from life. Some of the changes are obvious and amusing, such as my new tolerance for poorly brewed coffee and hamburgers and a new passion for skiing and ice hockey. They may not help career advancement, but they have helped to add colour and variety to my life.
However, other influences from the MBA have fundamentally changed my perspectives on business and views about the world around us. I will go into more detail about that in my next blog.
Posted originally on Education Post.
2014年8月21日星期四
Full-time MBA study does not imply high opportunity and career costs
We often hear about young professionals in their late 20s working for blue-chip firms and earning enviable salaries. They have already achieved a lot and, to advance further, decide it makes sense to have an MBA on their resume. The next logical step - as they see it - is to gain admission to a top MBA programme in the confident expectation they ace all the subjects as they did in high school and at college. That may require some extra effort, but it will pay off as the way then opens up to an even brighter future and, in due course, a spacious office somewhere in the C-suite.
There is nothing wrong with this approach. It seems to me, though, that if someone is already so sure about their future career path and so focused too, they may be better served by taking a specialised master’s programme rather than signing up for an MBA.
Top full-time MBA programmes are not intended to offer vocational training. They combine a wide spectrum of academic courses with group work, seminars and social activities and can provide a one- or two-year “gap” to weigh up a wider range of career options. Too many people look at this hiatus from an opportunity cost perspective, considering how much income they will lose and the promotions they may miss. Indeed, when I decided to take a two-year full time MBA, concerned friends and relatives most often asked about the real cost and the “risk” of further education. I could appreciate their worries, but didn’t agree. Leading executives have to build a business by seeking improvement and planning ahead, not just by minimising risk and avoiding costs.
In retrospect, I have been able to recognise the all-round benefits of a full-time programme. Taking two years off work means you don’t have the burden and distractions of daily workplace routines. This provides vital breathing for professionals to step back, learn and reflect. A period of introspection makes it easier to identify where your true passions lie and where your limits are. A two-year break from work also provides a chance to experiment, to experience real personal growth, and to fail in a “safe” environment. Lessons from failure are often the first steps on the road to success. In fact, IDEO, the celebrated design house, has even made “fail early and often” part of their management philosophy.
I still see too many of my peers living an unexamined life, as if in a bubble. Early success in a relatively narrow sphere has given them a large ego and arrogance. Their pride robs them of a useful mechanism – the reality check - and the “disease” of overconfidence can become chronic, ultimately harming their careers and meaning they don’t spot new opportunities or looming problems.
An MBA in not the only antidote for this, but it can go a long way to opening eyes, broadening horizons and changing outlooks, which alone can make it a worthwhile investment of time and money.
Posted originally on Education Post.
There is nothing wrong with this approach. It seems to me, though, that if someone is already so sure about their future career path and so focused too, they may be better served by taking a specialised master’s programme rather than signing up for an MBA.
Top full-time MBA programmes are not intended to offer vocational training. They combine a wide spectrum of academic courses with group work, seminars and social activities and can provide a one- or two-year “gap” to weigh up a wider range of career options. Too many people look at this hiatus from an opportunity cost perspective, considering how much income they will lose and the promotions they may miss. Indeed, when I decided to take a two-year full time MBA, concerned friends and relatives most often asked about the real cost and the “risk” of further education. I could appreciate their worries, but didn’t agree. Leading executives have to build a business by seeking improvement and planning ahead, not just by minimising risk and avoiding costs.
In retrospect, I have been able to recognise the all-round benefits of a full-time programme. Taking two years off work means you don’t have the burden and distractions of daily workplace routines. This provides vital breathing for professionals to step back, learn and reflect. A period of introspection makes it easier to identify where your true passions lie and where your limits are. A two-year break from work also provides a chance to experiment, to experience real personal growth, and to fail in a “safe” environment. Lessons from failure are often the first steps on the road to success. In fact, IDEO, the celebrated design house, has even made “fail early and often” part of their management philosophy.
I still see too many of my peers living an unexamined life, as if in a bubble. Early success in a relatively narrow sphere has given them a large ego and arrogance. Their pride robs them of a useful mechanism – the reality check - and the “disease” of overconfidence can become chronic, ultimately harming their careers and meaning they don’t spot new opportunities or looming problems.
An MBA in not the only antidote for this, but it can go a long way to opening eyes, broadening horizons and changing outlooks, which alone can make it a worthwhile investment of time and money.
Posted originally on Education Post.
2014年8月19日星期二
香港V.S.國內 會計師樓文化大不同
最近跟一位在內地執業的會計師吃飯。數年前他毅然從香港的會計師樓調往內地的分所工作。在飯桌上，我再次深深感受到香港會計業所面對的困境。
朋友形容，國際會計師事務所在內地的辦公室，一般在11點時已經很冷清，在公司通訊系統上online 的人只剩下小貓三兩，跟香港大部分同事都在午夜後還會繼續拼搏成了強烈對比。而且，內地的國際會計師事務所的工資縱然比不上很多外資企業，但待遇一般比本地企業好好多。加上內地的套房始終比香港的更容易負擔，大家的自我感覺自然良好。另一邊廂，最近聽到某些本地會計樓以月薪8千請 graduate trainee，比中環負責洗碗的阿姨還要低3千。「唔灰心意冷就假。」
為甚麼內地的工作時間會比較香港好那麼多？
我朋友認為，內地的工作文化比香港要好得多。比如說，老闆不會對下屬有太多無理的要求，亦會尊重同事的私人生活，起碼，週末要同事瘋狂加班亦不會當成「老奉」。而且，整晚待在公司的高級經理及合夥人相對較少。老闆都走了，大家都沒有需要做場戲，上 facebook、whatsapp，「磨爛蓆」鬥夜放工。我在四大期間，看到大量同事花大量時間上facebook，「耕田」玩 Candy Crush、睇相、吃 long lunch、long dinner。這樣的長工時，很大程度是自找的。
朋友亦留意到，內地員工一般比較早成家立室，很多還沒有升到經理級別以及有小孩要照顧。新婚的肯定希望早一點回家過二人世界。家裡有小孩子的，肯定希望早一點回家看小孩。在內地的生育政策下，小孩是家裡的中心。大家都抱有work-life balance的訴求，公司自然不能有太多無理的要求。哪怕遇著個別變態經理及合夥人，只要大家敢一起說不，大家都會好過好多。大家都逆來順受，合理化不合理的事情，結果就是 “race to the bottom”，大家都只有忍，並邊做邊罵。
不過，內地及香港最重要的分別，我個人認為是因為內地的遍地機會，令大家有勇氣說不。即使離開了會計師樓，還有機會找到有良好晉升機會的職業。畢竟內地的會計師數量極少，對會計專業有極大的需求。如果在北京/天津/上海/廣州/深圳的發展不太順，例如得罪了某經理/合夥人，國內還有大量城市可以考慮，並不一定要座困愁城，怕被人 blacklist （當然這是相對香港而言）。
最後一點是，我個人感覺，香港的合夥人及經理相對小心，審計程序做得比較足，做得較細。但除非客戶願意多付審計費用，或者香港合夥人及經理可以找到人願意「食鐘」，否則可以找內地審計師負責的項目，都會流失到便宜一截的內地審計師。而我不知道這是不是導致香港的同事較辛苦的最終原因。
原載在 Education Post。
朋友形容，國際會計師事務所在內地的辦公室，一般在11點時已經很冷清，在公司通訊系統上online 的人只剩下小貓三兩，跟香港大部分同事都在午夜後還會繼續拼搏成了強烈對比。而且，內地的國際會計師事務所的工資縱然比不上很多外資企業，但待遇一般比本地企業好好多。加上內地的套房始終比香港的更容易負擔，大家的自我感覺自然良好。另一邊廂，最近聽到某些本地會計樓以月薪8千請 graduate trainee，比中環負責洗碗的阿姨還要低3千。「唔灰心意冷就假。」
為甚麼內地的工作時間會比較香港好那麼多？
我朋友認為，內地的工作文化比香港要好得多。比如說，老闆不會對下屬有太多無理的要求，亦會尊重同事的私人生活，起碼，週末要同事瘋狂加班亦不會當成「老奉」。而且，整晚待在公司的高級經理及合夥人相對較少。老闆都走了，大家都沒有需要做場戲，上 facebook、whatsapp，「磨爛蓆」鬥夜放工。我在四大期間，看到大量同事花大量時間上facebook，「耕田」玩 Candy Crush、睇相、吃 long lunch、long dinner。這樣的長工時，很大程度是自找的。
朋友亦留意到，內地員工一般比較早成家立室，很多還沒有升到經理級別以及有小孩要照顧。新婚的肯定希望早一點回家過二人世界。家裡有小孩子的，肯定希望早一點回家看小孩。在內地的生育政策下，小孩是家裡的中心。大家都抱有work-life balance的訴求，公司自然不能有太多無理的要求。哪怕遇著個別變態經理及合夥人，只要大家敢一起說不，大家都會好過好多。大家都逆來順受，合理化不合理的事情，結果就是 “race to the bottom”，大家都只有忍，並邊做邊罵。
不過，內地及香港最重要的分別，我個人認為是因為內地的遍地機會，令大家有勇氣說不。即使離開了會計師樓，還有機會找到有良好晉升機會的職業。畢竟內地的會計師數量極少，對會計專業有極大的需求。如果在北京/天津/上海/廣州/深圳的發展不太順，例如得罪了某經理/合夥人，國內還有大量城市可以考慮，並不一定要座困愁城，怕被人 blacklist （當然這是相對香港而言）。
最後一點是，我個人感覺，香港的合夥人及經理相對小心，審計程序做得比較足，做得較細。但除非客戶願意多付審計費用，或者香港合夥人及經理可以找到人願意「食鐘」，否則可以找內地審計師負責的項目，都會流失到便宜一截的內地審計師。而我不知道這是不是導致香港的同事較辛苦的最終原因。
原載在 Education Post。
2014年8月18日星期一
How MBA rankings can get it all wrong
In my first article, I wrote that MBA rankings fail to capture the multi-faceted nature of an MBA programme, and thus prospective students have to do their own research. One glaringly obvious omission of ranking is its inability to consider the softer, but equally important, aspects of an MBA programme, such as student life and culture. Recently, one business school ranking has tried to fix this deficiency, but their efforts back-fired, sparking controversy.
In recent months, Bloomberg Businessweek sent an e-mail survey to graduating MBA students of certain business schools, seeking input for its biannual MBA ranking. This survey differs from previous ones in that it includes a list of new questions. Some of these are truly original – they include questions on students’ sexual orientation, drinking habits, relationship status, and political affiliation. My favourite is:
Is your MBA program a good place for a single person to find casual dating partners?
Essentially, Bloomberg Businessweek is asking students how easy it is to get hooked up.
Their researchers and editors evidently think this factor must be so important that it warrants a place in the survey. I have no doubt that to some students, nightlife defines their school life. To them, the ease of finding a casual date will be highly relevant to their choice of school. However, is this so universally important that it has to be part of the business school ranking? Many people also find these questions highly private, inappropriate and offensive.
Bloomberg Businessweek defended their decision by saying that culture is an important part of an MBA education, and these questions are designed to reflect that. It is true that culture is equally important to the academics and career support of a school. However, what people have in mind, but do not say, about good culture is one that is conducive to the advancement of scholarship, knowledge and career development. A collaborative environment means students are supportive and work together in team, not in bed.
Subsequently, the deans of a group of leading business schools – Chicago Booth, Columbia, Harvard, Kellogg, Stanford GSB, Yale and Wharton – signed a collective communiqué expressing their concerns about the inappropriateness of these questions, and demanding that they delete and remove them from the surveys. The episode ended when Bloomberg Businessweek agreed to remove the problematic questions, not use them in future surveys or cite the data obtained.
Originally posted on Educational Post.
In recent months, Bloomberg Businessweek sent an e-mail survey to graduating MBA students of certain business schools, seeking input for its biannual MBA ranking. This survey differs from previous ones in that it includes a list of new questions. Some of these are truly original – they include questions on students’ sexual orientation, drinking habits, relationship status, and political affiliation. My favourite is:
Is your MBA program a good place for a single person to find casual dating partners?
Essentially, Bloomberg Businessweek is asking students how easy it is to get hooked up.
Their researchers and editors evidently think this factor must be so important that it warrants a place in the survey. I have no doubt that to some students, nightlife defines their school life. To them, the ease of finding a casual date will be highly relevant to their choice of school. However, is this so universally important that it has to be part of the business school ranking? Many people also find these questions highly private, inappropriate and offensive.
Bloomberg Businessweek defended their decision by saying that culture is an important part of an MBA education, and these questions are designed to reflect that. It is true that culture is equally important to the academics and career support of a school. However, what people have in mind, but do not say, about good culture is one that is conducive to the advancement of scholarship, knowledge and career development. A collaborative environment means students are supportive and work together in team, not in bed.
Subsequently, the deans of a group of leading business schools – Chicago Booth, Columbia, Harvard, Kellogg, Stanford GSB, Yale and Wharton – signed a collective communiqué expressing their concerns about the inappropriateness of these questions, and demanding that they delete and remove them from the surveys. The episode ended when Bloomberg Businessweek agreed to remove the problematic questions, not use them in future surveys or cite the data obtained.
Originally posted on Educational Post.
2014年8月16日星期六
Handy hints on getting that reference letter
Reference letters are a key component of an MBA application. Most MBA admission committees require two to three reference letters. They rely substantially on these to decide whether or not to grant an applicant an interview because they offer a more complete picture of who that person really is. However, they are also the least controllable part of an application. You can neither control what your referee writes, nor can you know in advance what they will write about you. It is therefore a risky component of the process.
Choosing the right referee is difficult. All admission committees and consultants will say that you should choose someone who knows you best. The trouble is that he or she may not necessarily be your best referee. You may want a referee with a fancy job title, but such a person may not know you well enough. On the other hand, the people who know you best may not have any experience of writing reference letters, and therefore make all the common mistakes: they may lack specific examples of what you did, how you did it, or rely too much on your input. Regardless of how good you are, the quality of your application will be affected by the quality of your reference letters.
Some applicants will want to offer referees assistance and help them draft their reference letters. This should be avoided at all costs. The trained eyes of admission committee members can identify similarities between your recommendation letters and your personal statement. They are exceptionally good at judging how authentic and genuine your recommendation letters are. Sometimes they will contact the referees directly via e-mail or by a phone call, and have a conversation with them. Once they find out the letter was not written primarily by the referee, your application will suffer, even without your knowing it. As such, even if you imagine you have found a referee with the perfect credentials, you need to decide whether they will commit meaningful time to write the letter instead of delegating it to their secretaries and subordinates. You should also give them plenty of time and follow up with them frequently.
Another common problem is that referees may not be good writers. They may not be able to write a reference letter that is eloquent or contains an in-depth insight into you. Even though some say that a recommendation letter is not a test of your referees’ English, the overall quality of the letter matters. In most cases, admission committees cannot afford to meet everyone’s referees; that’s why I feel that people judge how reliable your referee is by how well they write.
Given the above, it is obvious a good referee is not easy to come by. I believe that a better strategy is to develop relationships at your firm early on. Once you have identified people you can trust, and who are of a high calibre, develop a trusting relationship with them years before your application.This provides a pool of potential referees and mentors. It is also much easier to ask for assistance from someone whom you know well as a friend rather than co-workers or colleagues whom you know very little outside work.
Originally posted on Education Post.
Choosing the right referee is difficult. All admission committees and consultants will say that you should choose someone who knows you best. The trouble is that he or she may not necessarily be your best referee. You may want a referee with a fancy job title, but such a person may not know you well enough. On the other hand, the people who know you best may not have any experience of writing reference letters, and therefore make all the common mistakes: they may lack specific examples of what you did, how you did it, or rely too much on your input. Regardless of how good you are, the quality of your application will be affected by the quality of your reference letters.
Some applicants will want to offer referees assistance and help them draft their reference letters. This should be avoided at all costs. The trained eyes of admission committee members can identify similarities between your recommendation letters and your personal statement. They are exceptionally good at judging how authentic and genuine your recommendation letters are. Sometimes they will contact the referees directly via e-mail or by a phone call, and have a conversation with them. Once they find out the letter was not written primarily by the referee, your application will suffer, even without your knowing it. As such, even if you imagine you have found a referee with the perfect credentials, you need to decide whether they will commit meaningful time to write the letter instead of delegating it to their secretaries and subordinates. You should also give them plenty of time and follow up with them frequently.
Another common problem is that referees may not be good writers. They may not be able to write a reference letter that is eloquent or contains an in-depth insight into you. Even though some say that a recommendation letter is not a test of your referees’ English, the overall quality of the letter matters. In most cases, admission committees cannot afford to meet everyone’s referees; that’s why I feel that people judge how reliable your referee is by how well they write.
Given the above, it is obvious a good referee is not easy to come by. I believe that a better strategy is to develop relationships at your firm early on. Once you have identified people you can trust, and who are of a high calibre, develop a trusting relationship with them years before your application.This provides a pool of potential referees and mentors. It is also much easier to ask for assistance from someone whom you know well as a friend rather than co-workers or colleagues whom you know very little outside work.
Originally posted on Education Post.
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