2016 Recommendations

Recommender Questions published so far

Recommender questions for programs that start in 2016

Important Notes
It is essential that you check the school website for the most accurate, complete and up-to-date information.
Especially if you are a re-applicant.

The recommenders should work on the official form, either hardcopy, or online. They should not go by the information contained on this page alone.

Sometimes schools change the questions mid-season, so be aware, and have your recommenders be aware they should verify the questions before submitting their answers.

Something changed? Any comments? Please update us: mistake@aringo.com

Please only submit two letters of recommendation. Recommendations may be submitted online or through the mail. You will receive an automated message once a recommender has submitted their letter of recommendation. Letters sent via mail must have the letter writer’s signature across the seal of the envelope. If your recommender is not comfortable writing a letter in English, it is acceptable to obtain the recommendation in the native language of the author. The original letter and an English translation completed by an ATA (American Translators Association) certified translator must be provided through the mail with the letter writer’s signature across the seal of the envelop.
Submit two recommendations from people who can speak directly about your senior management potential, as well as your aptitude and capabilities for graduate study.
For the Full-time MBA Program, the Admissions Committee strongly prefers professional recommendations from current or former supervisors. Academic and peer recommendations are strongly discouraged. All recommendations should address the range of questions asked on the recommendation form.

You have two options for providing us with these recommendations:
1. If your recommenders have Web access and an email address, they can provide your recommendations electronically. We strongly prefer recommendations come from a business email address rather than a personal one. If you wish to waive your right to examine a recommendation, check the appropriate box before submitting the request. If you choose to have your recommender send an electronic recommendation, make sure to check the box below indicating that a recommendation request should be emailed to your recommender. This email contains instructions for your recommender on completing the recommendation. Once recommenders have been sent this email, you will not be able to modify their information.
2. If your recommender wishes to submit hard copy letters, download the Recommendation Form (in Adobe Acrobat Format). If you wish to waive your right to examine a recommendation, please check the appropriate box. Provide each recommender with a copy of this form, and have each return the completed form to you in a sealed envelope with their signature across the seal. You will submit these letters to us.

Recommender questions:

Please comment on the following questions. You may type your response directly in this form, or you may prefer to compose your responses with other word processing software. If you use other word processing software, simply copy and paste the completed text into the field below. We suggest that you save copies for your personal records.

1. 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 what 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.
– How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
– Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
– In the Berkeley MBA program, we develop leaders who embody our distinctive culture’s four key principles [www.haas.berkeley.edu/strategicplan/culture] one of which is “confidence without attitude” or “confidence with humility”. Please comment on how the applicant reflects this Berkeley-Haas value.
– (optional) Is there anything else we should know?

[Textbox – no word limit]

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. It should be extremely rare for any candidate to receive truly exceptional in all areas.

 

Truly Exceptional
(top 1%)
Superior
(top 5%)
Very Good
(top 10%)
Good
(top 25%)
Average
(top 50%)
Below Average
(below 50%)
No Opportunity
to Observe
Self-confidence
Communication skills
Self-awareness
Maturity
Open to different viewpoints
Empathy
Ability to influence without authority
Ability to accept constructive feedback
Intellectual curiosity
Analytical ability
Quantitative ability
Ability to question the status quo
Initiative
Adaptability
Resilience
Personal integrity/ethics
Relationship-building skills

 

To what degree do you recommend this applicant be admitted to the Berkeley Full-time MBA Program? [select]

You are required to provide one reference. This reference should come from a line manager or a supervisor. An automated reference request will be sent to your referee once you have input their contact details into our online application system.

How long have you known the applicant? (years)
How long have you known the applicant (months)
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.
Peer Group (What is the peer group that you are using?)
Number in Peer Group (What is the approximate number of individuals in this peer group?)[for each of the following, select from drop-down menu] 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.
If you have already prepared a reference for the purpose of recommending this candidate for an MBA programme, this reference can be provided as part of the Cambridge MBA assessment process.

Reference Criteria:
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 table above.
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 your statement here: [upload document]

One Recommendation from a professional relationship is required. Choose a recommender who knows you well and is able to provide specific and relevant information about your professional relationship.

RECOMMENDATION QUESTIONS
Your recommender will be asked to respond based on his/her experience working with you:
1. If you were to coach this candidate with respect to how s/he works within a team, what would you advise that s/he does well? What would you advise the candidate to do differently? Provide specific examples that support your advice.
2. If you were to coach this candidate on his/her professional development, in what areas would you suggest s/he focus? What are the areas of strength on which s/he can build? Provide specific examples that support your advice.

All applicants must submit two letters of recommendation.

  • The first letter of recommendation should come from a supervisor. We prefer that you use a current supervisor for this recommendation, although we understand that this may not always be possible. If you are unable to use your current supervisor, please explain the circumstances in the optional essay. Overall, we are seeking objectivity in the letter, and we want to hear from someone who can assess both your strengths and your weaknesses. If you work for a family business or own your own company, please try to secure a letter from a client or outside party who does business with you and can provide an objective assessment of you.
  • The second letter can be professional in nature or come from an individual who has worked with you in an organization, club, or on a volunteer project. These letters can give us a different perspective of your skill sets outside of your professional environment. There is no preference on who supplies your second letter of recommendation; our only guideline is that it should add new and valuable insight to your candidacy.

Whomever you choose to write your recommendation, make sure he or she knows you well and can offer specific examples of your performance and contributions to the organization. Avoid choosing people simply based on their title or status. We are more concerned with content and substance rather than reputation.

Letter of Recommendation Form

The most helpful recommendations provide detailed examples or anecdotes to support qualities described in the letter. Recommendation letters generally vary in length, but most are 1-3 pages in length. You may enter your text directly or upload a document.

For how long have you known the applicant?
Do you have an MBA degree?
Are you affiliated with Chicago Booth or the University of Chicago in any way?

Skills Assessment

Please assess the candidate’s skills in the following areas. Your honest and candid assessment greatly helps the Admissions Committee in evaluating the candidate.

Note: Most candidates will have a range of marks; it is extremely rare for a candidate to exceed expectations in all areas.

Unable to Assess Area of Concern Opportunity for Development Solid/Meets Expectations Strength/Exceeds Expectations
Ability to adapt to change
Awareness of self and others
Maturity
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

Based on your professional experience, how does the candidate rate within his/her peer group?

Unable to Assess
Below Average
Average (top 50%)
Very Good (top 25%)
Outstanding (top 10%)
Truly Exceptional (top 5%)
The best I’ve encountered in my career

Overall, I
Do not recommend this candidate to Chicago Booth
Recommend with reservations this candidate to Chicago Booth
Recommend this candidate to Chicago Booth
Recommend enthusiastically this candidate to Chicago Booth

Recommendation Letter

Please provide a written letter of recommendation in support of the applicant addressing the following questions:

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.
2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.

Upload a Word or PDF document, Or type or copy-and-paste your document here.

Please submit two recommendations from individuals who can speak directly about your performance and professional promise. The Admissions Committee prefers that one recommendation be from your direct supervisor. If you are unable to secure a recommendation from your direct supervisor, please submit a statement of explanation in the Employment section of your application. The second recommendation should be from a former supervisor or another professional associate who is senior to you. Re-applicants are required to submit just one new recommendation. This recommendation must be from a recommender that you did not use in your previous application.

Please note that Columbia Business School and several of our peer institutions use similar, if not identical, recommendation questions. This is an effort on our part to make the process easier for your recommenders. We expect that you, the applicant, will not participate in the drafting of these recommendations.

Applications are not considered complete until all required information is submitted. This includes recommendations.

Recommendation Upload

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. Upload a Word or PDF document.

One recommendation is required, but you may submit up to two for review by the committee.

You should seek recommendations from people capable of commenting on your professional, leadership, and intellectual capabilities. The most useful evaluations are from people who are able to speak with certainty about your leadership, maturity, team orientation, analytical skills, and interpersonal skills. Examples include a colleague, client, or former supervisor. If you are currently employed we require that one of your recommendations come from your direct supervisor. If you are still in school, we recommend asking an internship supervisor or an individual who knows you from a leadership role.
Applicants have the option of uploading a letter of recommendation directly to their application or sending a notice to their recommender which allows the recommender to upload the letter directly. The letter should be on company letterhead and highlight the applicant’s skills through solid examples.

Please provide the contact information for a minimum of one and a maximum of two individuals excited to endorse your candidacy. Official recommendations for Johnson are a vital part of the final evaluation process. Carefully follow the instructions below and note the timing of when the admissions office will review this information.
Please click “add new” to submit each of your endorsements. You will have the option to choose if you want to upload the recommendation or have your recommender submit the recommendation themselves. If you choose to have your recommender submit a letter, they will automatically be sent an email with directions on how to provide the recommendation after you submit their information. Please note that some corporate email servers may filter this email before it reaches your recommender. If possible, please provide a personal email address instead. Once your recommender submits their recommendation, you will receive a notification email.

RECOMMENDER QUESTIONS:

Please verify your information and provide answers for the additional questions.

Comment on the following topics when constructing the letter of recommendation:
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 write on company letterhead if company policy allow and also note that a one page recommendation letter is sufficient. Please upload the letter of recommendation at the bottom of this form.

How long have you known the applicant?
Do you have any affiliations with Cornell University or Johnson?
Overall Recommendation
I certify that this recommendation was written entirely by me, using my own words.
If the applicant receives an offer of admission for Johnson, you may be contacted by a third party company to verify the information you provide.

Please upload recommendation letter.

For MBA candidates invited for a second interview, you will be asked to submit the contact details of two recommenders who are prepared to endorse your candidacy. You can do this before you officially submit an application or add this information within the application at a later time.

Please work with your recommenders on their preference on how they would like to make their official recommendation. They can select what is more convenient, whether it be by phone or submitting a letter on your behalf. If you choose to have your recommender submit a letter, they will receive an email once you complete and save the endorsement section. If you choose to have your recommender provide their endorsement over the phone, the admissions office will contact them after your second-round interview.

You are not required to submit recommendation letters to start the review process for your candidacy.

This information is only required if granted a second interview. It is recommended that you list two references who will be available to support your candidacy for ease of processing later in the application process.

You should select references who are familiar with your background and have an understanding of how you have positioned yourself to test your skills. Consider asking a current or former manager, supervisor or client. You may include no more than one peer as a reference.

RECOMMENDER QUESTIONS:
Please verify your information and provide answers for the additional questions.

Comment on the following topics when constructing the letter of recommendation:
– 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 write on company letterhead if company policy allow and also note that a one page recommendation letter is sufficient. Please upload the letter of recommendation at the bottom of this form.

How long have you known the applicant?*
Do you have any affiliations with Cornell University or Johnson?
Overall Recommendation* [select] I certify that this recommendation was written entirely by me, using my own words.* [select] Please upload recommendation letter*

We require two recommendations that address the questions asked on our recommendation form. Additional recommendations may be submitted, but they should offer additional and valuable insight. Generally, work-related recommendations are more valuable than academic-related recommendations.
All recommendations must be submitted electronically. After you have contacted those who will be providing your recommendations, complete the form on the recommender’s page of the online application. They will then be sent an email with instructions and a web address to visit in order to complete your recommendation.

Submit two recommendations from individuals whom you believe can speak directly to your aptitude and capabilities for graduate study and for future success as a manager. If you applied last year (2014-2015), you are required to submit only one recommendation from an individual who can speak to your professional and personal development since your last application. If you applied two or more years ago, you will need to submit two recommendations.

– Choose recommenders who know you well, who have directly observed your work (ideally within the last few years), and who will take the time to write a thorough, detailed document with specific anecdotes and examples. Strictly academic recommendations are generally less helpful in our evaluation. The Admissions Committee focuses on the content of the recommendation, not on the title/position of the individual who provides it (i.e., we strongly prefer comments from a direct manager as opposed to comments from a more senior individual who has little firsthand knowledge of you).
– We prefer that you use your recommender’s institutional or corporate email address however we understand that your recommender may prefer to use a personal email address. Submissions from email addresses such as Gmail, Hotmail, and Yahoo may be subject to additional review. Please tell your recommenders to set their email filters to allow emails from @darden.virginia.edu.
– A supplementary recommendation should be submitted only if it offers additional insight not addressed in the two required recommendations.
– Contact your recommenders now! The most common reason an application is incomplete and/or misses a deadline is because we have not received one or both recommendations.

RECOMMENDER QUESTIONS

MBA information
Are you a Darden School of Business Alumnus?
May we contact you at work regarding this applicant?
Have known applicant since:
During which period of time have you had the most frequent contact with the applicant?
Are/were you the applicant’s direct supervisor?
Did you use a translator in completing this recommendation?
Do you have an MBA?

Leadership Assessment

Listed below you will find a grid listing some competencies and character traits that contribute to successful leadership. Within each row, please mark the one box corresponding to the behavior that the candidate most typically exhibits. Your candid, honest appraisal of the candidate will be helpful to the Admissions Committee. If you feel you cannot provide an assessment, please check the “No Basis” box.

Please assess the candidate on the following skills/qualities.

Skill/Quality No Basis
Results Orientation
Fulfills assigned tasks
Overcomes obstacles to achieve goals
Exceeds goals and raises effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis
Invents and delivers best in class standards and performance
Strategic Orientation
Understands immediate issues of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations that have improved business performance
Develops insights or recommendations that have shaped team or department strategy
Implements a successful strategy that challenges other parts of the company or other players in the industry
Team Leadership
Avoids leadership responsibilities; does not provide direction to team
Assigns tasks to team member
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Influence and Collaboration
Accepts input from others
Engages others in problem solving
Generates support from others for ideas and initiatives
Brings others together across boundaries to achieve results and share best practices
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short‐term personal cost
Communicating
Sometimes rambles or is occasionally unfocused
Is generally to the point and organized
Presents views clearly and in a wellstructured manner
Presents views clearly and demonstrates understanding of the response of others
Presents views clearly; solicits opinions and concerns; discusses them openly
Information Seeking
Asks direct questions about problem at hand to those individuals immediately available
Personally investigates problems by going directly to sources of information
Asks a series ofprobing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Developing Others
Focuses primarily on own abilities
Points out mistakes to support the development of others
Gives specific positive and negative behavioral feedback to support the development of others
Gives specific positive and negative behavioral feedback and provides unfailing support
Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Change Leadership
Accepts status quo; does not see the need for change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it
Promotes change and mobilizes individuals to change behavior
Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Respect for Others
Is sometimes selfabsorbed or overly self‐interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect
Trustworthiness
Shows occasional lapses in trustworthy behavior
Generally acts consistently with stated intentions
Acts consistently with stated intentions even in difficult circumstances
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity

Peer Comparison

Based on your professional experience, how do you rate this candidate compared to her/his peer group?
The best encountered in my career
Outstanding (top 5%)
Excellent (top 10%)
Very good (well above average)
Average
Below average
Overall, I:
Recommend enthusiastically
Recommend this candidate to Darden
Recommend with this candidate to Darden, with reservations
Do not recommend this candidate to Darden

Recommendation Upload

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.

Please do not exceed 4 pages, double-spaced, using 12-point font. Recommended fonts are Arial, Courier, and Times New Roman. Please do not include graphics or icons such as company letterhead.

1. Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization.(Limit 500 characters.)*
2. How do the candidate’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.

To upload a document in response to this question, please click the ‘upload’ button below. If your upload is successful, you will see a ‘view document’ button and a ‘delete’ button appear next to the question.

Upload a Word or PDF document:

Two letters of recommendation are required to complete your application. (Re-applicants must submit only one recommendation.)
Your recommenders must complete the current recommendation forms associated with the online application—no other format of recommendation will be accepted.
Submissions by email or mail are NOT accepted.
One recommendation should reflect your performance in your most recent professional setting. Volunteer activities or other service-oriented roles in which you are deeply involved may also be excellent sources for recommendations.
The most valuable recommendations come from people who know your professional skills and abilities.
Recommendations from relatives and friends are strongly discouraged.
Academic recommendations in most cases provide a similar perspective to what is in your transcript, and are less helpful.
Use your recommenders’ work email addresses versus personal accounts, like Gmail or Yahoo, which will be more closely monitored in our credential verification process.

Current Student & Alumni Recommendations

In addition to the two required recommendations, you may receive additional recommendations from our current students or alumni. There are separate forms for these recommendations. Access the alumni recommendation online. The current student recommendation is available via FuquaWorld. If one of these recommendations is sent on your behalf at least 3 business days before you submit your application, you will be eligible for an application fee reduction. Review the Fee Waivers and Reductions section for information about how to process your fee reduction.

Recommender questions


How long have you known the applicant?

Leadership Behavior Grid

The grid will facilitate your evaluation of the applicant’s competencies and character traits that contribute to successful leadership and program success.
2016 Recommendations
Skill/Quality 5
LOW
4 3 2 1
HIGH
Rating
Fulfills assigned tasks Overcomes obstacles to achieve goals Exceeds goals and raises effectiveness of organization Introduces incremental improvements to enhance business performance using robust analysis Invents and delivers best-in-class standards and performance
Understands immediate issues of work or analysis Identifies opportunities for improvement within area of responsibility Develops insights or recommendations that have improved business performance Develops insights or recommendations that have shaped team or department strategy Implements a successful strategy that challenges other parts of the company or other players in the industry
Avoids leadership responsibilities; does not provide direction to team Assigns tasks to team members Solicits ideas and perspectives from the team; holds members accountable Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Accepts input from others Engages others in problem solving Generates support from others for ideas and initiatives Brings others together across boundaries to achieve results and share best practices Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
Sometimes rambles or is occasionally unfocused Is generally to the point and organized Presents views clearly and in a well- structured manner Presents views clearly and demonstrates understanding of the response of others Presents views clearly; solicits opinions and concerns; discusses them openly
Asks direct questions about problem at hand to those individuals immediately available Personally investigates problems by going directly to sources of information Asks a series of probing questions to get at the root of a situation or a problem Does research by making a systematic effort over a limited period of time to obtain needed data or feedback Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Focuses primarily on own abilities Points out mistakes to support the development of others Gives specific positive and negative behavioral feedback to support the development of others Gives specific positive and negative behavioral feedback and provides unfailing support Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Accepts status quo; does not see the need for change Challenges status quo and identifies what needs to change Defines positive direction for change and persuades others to support it Promotes change and mobilizes individuals to change behavior Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Is sometimes self- absorbed or overly self-interested Generally treats others with respect; usually shares praise and credit Is humble and respectful to all Is respectful to all and generous with praise; ensures other opinions are heard Uses understanding of others and self to resolve conflicts and foster mutual respect
Shows occasional lapses in trustworthy behavior Generally acts consistently with stated intentions Acts consistently with stated intentions even in difficult circumstances Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
Resents and avoids stressful situations. Requires coaching to recover from setbacks Falters, at times, under pressure. Can operate with limited guidance to recover from setbacks Adequately manages pressure. Independently recovers from setbacks Proactively reaches out for support under pressure. Recovers from setbacks by requesting input from colleagues/teammates Maintains composure and clarity of thought under pressure. Analyzes setbacks constructively and charts proactive recovery course
Has no global experience. Exhibits minimal or no interest in global perspectives Globally aware with limited experience beyond native country. Exhibits acceptance of diverse perspectives Globally aware with insight beyond native country. Appreciative of diverse perspectives Globally competent with experience in a global setting (professional or personal). Appreciative of diverse perspectives Globally competent with significant experience in a global setting (professional or personal). Actively seeks out diverse perspectives
Serious problems with comprehension and communication skills – does not possess the skills to succeed Demonstrates difficulty with communication and may struggle even with coaching Demonstrates some difficulty with communication; could succeed with assistance Strong English comprehension and communication skills Outstanding English comprehension and communication skills


Letter of Reference

In your letter of reference, please provide insight about the applicant in the areas described below. Help us understand the applicant’s leadership potential and highlight the traits and skills the applicant possesses that will contribute to success. Please be specific and provide concrete examples where possible. We ask that you refrain from using material provided by the applicant so as to present only your unique view of his/her potential. We recognize the time and effort this request constitutes and we are most appreciative of your investment in this process.

  1. Comment briefly on the context of your interaction with the applicant.
  2. How do the applicant’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles?
  3. What do you perceive as the applicant’s areas for growth? Describe the applicant’s awareness of these areas and his/her response to constructive feedback.
  4. Please include additional comments you feel will be helpful to the Admissions Committee.

Please limit your letter of reference to two pages, double spaced. Outdated or general letters that do not address the points above do not strengthen the candidate’s application.


Overall Assessment

[select]

Overall, I…this candidate to The Fuqua School of Business.



You will need to have two recommendations submitted online by the application deadlines.

Recommenders will be asked to fill out a personal qualities and skills grid and answer our two additional questions (see below).

It is the applicant’s responsibility to ensure that all recommendations are submitted online by the deadline date for the round in which the applicant is applying.

Use your best judgment on who you decide to ask – there is no set formula for who should be your recommenders. We know it is not always possible to have a direct supervisor write your recommendation – we would not want you to jeopardize your current position for the application process. Look at the questions we are asking recommenders to complete. Find people who know you well enough to answer them. This can be a former supervisor, a colleague, someone you collaborate on an activity outside of work. How well a person knows you should take priority over level of seniority or HBS alumni status.

Recommendations must be completed online.

Recommender questions:

Please provide a brief description of your interaction with the applicant and, if applicable, their role in your organization: (250 characters)

Recommendation

Relative Strength/Exceeds Expectations Solid/Meets Expectations Opportunity for Development Area of Concern No Information Quality
Awareness of Others
Humility
Humor
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: (500 characters)

Recommendation Upload

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)

Upload a Word or PDF document:

Two Letters of Recommendation are required.

How long have you known the candidate?
Less than 1 year.
Between 2 and 4 years.
Between 5 and 9 years.
Between 10 and 19.
20 years or more.
Since he/she was born (I know his/her family).

What was your relationship with the candidate?
I am or have been his/her partner in a venture.
I am or have been his/her direct boss.
I am or have been his/her indirect boss or boss of his/her boss(es).
I am or have been his/her colleague.
I am or have been his direct or indirect subordinate.
I am or have been from his/her organization’s customer base.
I am or have been from a business provider to his/her organization.
I am or have been his teacher.
I am or have been his classmate.
I am or have been his personal friend.
Other(s) Max 140 characters

In three words how would you describe the candidate? ____ ____ ____

Here are a number of personality traits that may or may not apply to the candidate. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement. You should rate the extent to which the pair of traits applies to the candidate, even if one characteristic applies more strongly than the other.
1 Disagree strongly
2 Disagree moderately
3 Disagree a little
4 Neither agree nor disagree
5 Agree a little
6 Agree moderately
7 Agree strongly

I see the candidate as:
Extraverted, enthusiastic.
Critical, quarrelsome (inquisitive).
Dependable, self-disciplined.
Anxious, easily upset.
Open to new experiences, complex (multifaceted).
Reserved, quiet.
Sympathetic, warm.
Disorganized, careless.
Calm, emotionally stable.
Conventional, uncreative.

Here are a number of characteristics that you may or may not want the candidate to improve. Please choose a number next to each statement to indicate the extent to which you agree or disagree with that statement.
1 Disagree strongly
2 Disagree moderately
3 Disagree a little
4 Neither agree nor disagree
5 Agree a little
6 Agree moderately
7 Agree strongly

I would like the candidate to be a more:
Creative person.
Innovative person.
Inquisitive person.
Efficient person.
Persistent person.
Organized person.
Adaptable person.
Talkative person.
Optimistic person.
Collaborative person.
Modest person.
Flexible person.
Tolerant person.
Transparent person.
Stable person.

Would you like to add something else about the candidate? [textbox-500 characters]

Two letters of recommendation are required.

1. How do the candidate’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
[textbox – 1900 characters]

2. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words)
[textbox – 250 words]

Two professional recommendation letters are required, providing information about your leadership and management potential. As such, at least one recommendation should come from your workplace; your current supervisor or manager is usually a good choice. The other recommendation should be from someone who has had a chance to evaluate you in a professional setting, for example, a client, a former supervisor or a colleague from your community service or extracurricular activities. Academic recommendations are acceptable but they are less likely to address our main interest, which is to assess your ability to work with and manage others as well as your potential for senior management. You will also be able to upload an optional third letter of recommendation as part of the supporting documents.

Recommender questions:

How long have you known the candidate? Define your relationship with the candidate and the circumstances whereby you met.

How do you rate the candidate on the following criteria?

Unobserved Below Average
(bottom 50%)
Average
(top 50%)
Above Average
(top 25%)
Very Good
(top 10%)
Outstanding
(top 2%)
Competence in his/her field
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

1. Comment on the candidate’s career progress to date and his/her career focus. [no word limit] 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. [no word limit] 3. What do you consider to be the candidate’s major weaknesses? [no word limit] 4. Comment on the candidate’s potential for senior management. Do you see him/her as a future leader? [no word limit] 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. [no word limit]

You must submit two letters of recommendation through the online application.

Ideally, one letter should come from a current supervisor or manager. The second should come from someone who can evaluate your professional performance and your managerial/leadership potential (e.g., former supervisor, previous employer, client). If you are unable to ask a current supervisor or manager for a letter of recommendation, you should include a brief explanation in the “Additional Information” section of the application.

The application is not considered complete until we have received both recommendations. Additional letters of support are neither required nor encouraged.

Recommendation Form

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 characters)

Leadership Assessment

Listed below you will find a grid listing some competencies and character traits that contribute to successful leadership. Within each row, please check the one box 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. Please check only one box per criteria.

Skill/Quality 1 2 3 4 5 No Basis
Results Orientation
Fulfills assigned tasks
Overcomes obstacles to achieve goals
Exceeds goals and raises effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis
Invents and delivers best in class standards and performance
Strategic Orientation
Understands immediate issues of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations that have improved business performance
Develops insights or recommendations that have shaped team or department strategy
Implements a successful strategy that challenges other parts of the company or other players in the industry
Team Leadership
Avoids leadership responsibilities; does not provide direction to team
Assigns tasks to team members
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Influence and Collaboration
Accepts input from others
Engages others in problem solving
Generates support from others for ideas and initiatives
Brings others together across boundaries to achieve results and share best practices
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short‐term personal cost
Communicating
Sometimes rambles or is occasionally unfocused
Is generally to the point and organized
Presents views clearly and in a well-structured manner
Presents views clearly and demonstrates understanding of the response of others
Presents views clearly; solicits opinions and concerns; discusses them openly
Information Seeking
Asks direct questions about problem at hand to those individuals immediately available
Personally investigates problems by going directly to sources of information
Asks a series of probing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Developing Others
Focuses primarily on own abilities
Points out mistakes to support the development of others
Gives specific positive and negative behavioral feedback to support the development of others
Gives specific positive and negative behavioral feedback and provides unfailing support
Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Change Leadership
Accepts status quo; does not see the need for change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it
Promotes change and mobilizes individuals to change behavior
Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Respect for Others
Is sometimes self-absorbed or overly self‐interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect
Trustworthiness
Shows occasional lapses in trustworthy behavior
Generally acts consistently with stated intentions
Acts consistently with stated intentions even in difficult circumstances
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity

Based on your professional experience, how do you rate this candidate compared to her/his peer group? (select from drop-down)
If needed, please explain any rankings above. (250 characters)

Do you recommend this candidate for Kellogg?
Are you willing to speak with an admissions officer about this candidate?
Should the candidate accept an offer of admission, I understand I may be contacted by Re Vera Services as part of the application verification process, via phone and/or email, to verify authenticity of this letter of recommendation.

Recommendation Upload
1. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words)
3. (optional) Is there anything else you would like us to know?

Upload a Word or PDF document:

Two references are required. One should be from your current employer, or a colleague if you do not want to use your line manager at this time. The other referee could be a former employer, a long-standing client, or
someone else who knows you well in a work context. You should only select someone who taught you at university if you have remained in close contact. Whoever you choose should know you in a professional
capacity.
All references must be completed online. Your referees must have a valid email address in order to receive details of how to access the online reference system. You should notify your referees in advance that they will be receiving an email from London Business School with their User ID, password and instructions for completing the online form.
It is your responsibility to ensure that both references are submitted by the application deadline date. Applications will not be reviewed in detail until references have been received. However, you do not need to wait for your referees to submit their references before you submit your application – they can follow afterwards.

Comments

Please answer the following questions regarding the applicant, making sure to save your work regularly.
As a guideline for completing the reference form you should aim to write no more than 500 words per question. Please note that 500 words is the maximum amount and not a requirement.
1. How do you know the applicant? How long have you known them for?
2. What would you say are the applicant’s key strengths and talents?
3. What would you say are the applicant’s key weaknesses or areas for improvement?
4. In which areas of development has the applicant progressed most in the time you’ve known them?
5. What do you think this person might be doing in ten years’ time? Why?

Ratings

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
1 (High) 2 3 4 5 (Low) Not observed

Quantitative skills
1 (High) 2 3 4 5 (Low) Not observed

Initiative / Ability to take decisions
1 (High) 2 3 4 5 (Low) Not observed

Problem-solving skills
1 (High) 2 3 4 5 (Low) Not observed

Organisational skills
1 (High) 2 3 4 5 (Low) Not observed

Leadership skills
1 (High) 2 3 4 5 (Low) Not observed

Team skills
1 (High) 2 3 4 5 (Low) Not observed

Impact / Charisma
1 (High) 2 3 4 5 (Low) Not observed

Self confidence
1 (High) 2 3 4 5 (Low) Not observed

Self motivation
1 (High) 2 3 4 5 (Low) Not observed

Spoken English communication skills
1 (High) 2 3 4 5 (Low) Not observed

Written English communication skills
1 (High) 2 3 4 5 (Low) Not observed

Please indicate your overall recommendation on a five point score from (1) Highly Recommended to (5) Not Recommended:
Recommendation
1 2 3 4 5

Please feel free to elaborate on your recommendation. (Note: If you prefer to submit additional comments in a separate letter, please email this to apply.mba@london.edu.)

We require only one recommendation letter. We highly recommend selecting a recommender who can discuss your professional performance and work style. A current or former supervisor is an ideal choice. Other alternatives include a client, project manager, or professional mentor. Your application is not considered complete until we receive your recommendation. If you are not selecting a direct supervisor as your recommender, please address why in the optional essay.


Recommender Questions

Please answer the following questions and provide specific examples where possible.

Evaluative Questions

1. How do the candidate’s performance, potential or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (250 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. (250 words)

Please assess the applicant’s skill level on the characteristics listed below on a scale of 1-5 with 1 being the weakest and 5 being the strongest. If you are unable to assess a particular characteristic, please check “n/a.” Brief descriptions have been provided to describe the attributes of each characteristic.

Please rate the applicant’s initiative:
From 1: Does what is expected; does not identify opportunities for improvement or seek out areas of growth on the job.
To 5: Identifies novel approaches, processes or strategies and takes appropriate actions to pursue them.

Please rate the applicant’s leadership ability:
From 1: Does not seek a leadership role when given the opportunity and/or performs poorly when in leadership role.
To 5: Demonstrates exceptional leadership skills when leading teams (peers or subordinates) on projects or initiatives.

Please rate the applicant’s personal integrity:
From 1: Has acted in ways that call into question his/her integrity.
To 5: Gives the utmost confidence in his/her integrity.

Please rate the applicant’s maturity:
From 1: Consistently exhibits behavior/judgment below what is expected of someone of similar age and/or experience.
To 5: Consistently exhibits behavior/judgment above what is expected of someone of similar age and/or experience.

Please rate the applicant’s professionalism:
From 1: Consistently demonstrates poor professional presence and communication skills.
To 5: Demonstrates exemplary professional presence and communication skills.

Please rate the applicant’s ability to handle conflict:
From 1: Frequently involved in situations resulting in conflict among peers/teams; finds it difficult to accept constructive critical feedback.
To 5: Consistently successful managing professional relationships and handling situations of potential conflict; highly receptive to constructive critical feedback.

Please rate the applicant’s interpersonal communication skills:
From 1: Fails to read physical and verbal communication cues; does not effectively communicate thoughts and ideas.
To 5: Communicates in a manner that is highly effective and sensitive to how messages will be received by others.

Please rate the applicant’s ability to work with diverse individuals and teams:
From 1: Is dismissive or unappreciative of individuals with different experiences and perspectives.
To 5: Actively seeks input from individuals with different experiences and perspectives.

Please rate the applicant’s analytical ability:
From 1: Does not demonstrate an ability to comprehend complex issues or develop solutions supported by data.
To 5: Demonstrates a strong ability to comprehend complex issues and develop solutions supported by data.

Please rate the applicant’s resilience:
From 1: Finds it difficult to adapt to change or new situations.
To 5: Accepting of change; overcomes and learns from new or challenging situations

Your overall impression of the applicant:
Truly Exceptional (Top 1%)
Very Good (Top 10%)
Good (Top 25%)
Average (Top 50%)
Below Average

How long have you known the applicant?
Are/were you the candidate’s direct supervisor?
Are you an alumnus of a Ross School of Business program?

MBA applicants must submit two letters of recommendation. Professional recommendations are preferred from individuals who are able to speak with certainty about your professional achievements and potential. Recommenders must submit recommendations online. We do not accept recommendations via the mail. Recommendations may be in either letter or short answer format and should not exceed two pages each. Please note: We do not accept recommendations from family members.

RECOMMENDER QUESTIONS:

Please rate the applicant on the following criteria, in relation to other high potential people you know.

Outstanding – Top 2%
Very Good – Top 10%
Above Average – Top 25%
Average – Top 50%
Below Average – Bottom 50%
Unobserved

Leadership Potential
Creativity and Resourcefulness
Intellectual Curiosity
Energy and Initiative
Ability to Work in a Team
Oral and Written Communication Skills
Presence
Analytical Thinking and Reasoning

Recommendation Letter Instructions
We are interested in specific examples of intellectual and professional achievement and how they might relate to graduate study in management and in a career as a manager or business leader. In addition, we are very interested in the character of the applicant and will be helped by any information in that regard.

We have posted a series of questions and scenarios for you to answer. The letters that are most helpful to the applicant are those that utilize the template below and point to actual observations of the candidate’s actions. If you do not feel sufficiently informed to answer a particular question, please indicate ‘not observed’ or ‘not applicable’.

Please compose your answers to the following questions in one document and then upload below.
Recommendations should be no longer than two pages.

MBA Recommendation Questions:

1. How long and in what capacity have you known the applicant?
2. How does the applicant stand out from others in a similar capacity?
3. Please give an example of the applicant’s impact on a person, group, or organization.
4. Please give a representative example of how the applicant interacts with other people.
5. Which of the applicant’s personal or professional characteristics would you change?
6. Please tell us anything else you think we should know about this applicant.

Upload a Word or PDF document.

You are required to submit two recommendations with your application:
– Professional recommendations are strongly preferred.
– One recommendation must come from your current supervisor. If you cannot include a recommendation from your current supervisor, you must provide an explanation in the Professional section of the online application.
– Recommendations should come from individuals who can objectively assess your professional performance and your potential for success in Stern’s MBA program and in your future career.
– Recommendations from family members, family friends and close friends are discouraged.
– Submitting more than two recommendations is not encouraged but is allowed. Please carefully consider whether additional recommendations add value and a unique perspective to your application.

Recommendations must be submitted online:
– You will be prompted to enter your recommenders’ information via the “Add Recommender” function in the Recommendations section of the application.
– Once you enter a recommender’s information, he or she will receive an email notification and instructions for completing the recommendation.
– There are instructions in the application for sending reminders to your recommenders, if needed.

Exceptions to the online recommendation:
– If your recommender cannot submit an online recommendation, you must email sternmba@stern.nyu.edu to explain the circumstances and request approval for your recommender to submit a paper recommendation.
– If your recommender cannot complete a recommendation in English, he or she will need to complete a paper recommendation, following the instructions above, and have it translated into English. A certified English translation through a translating service must be obtained and submitted in a sealed envelope with the original recommendation, endorsed across the seal.

Recommender questions:

Scaled Assessment

Please use the scale in the drop down menus to rate the applicant in relation to his or her peers.

Analytical/Quantitative Ability:
Oral Communication Skills:
Written Communication Skills:
Initiative:
Integrity:
Leadership:
Maturity:
Teamwork:
Professionalism:

Please make your overall recommendation regarding this applicant’s admission to NYU Stern:

Written Assessment

Please respond to the following questions, using specific examples when possible. You may answer each question separately in the boxes provided OR upload a Word or PDF document below which includes all of your responses.
1. How long have you known the applicant and in what capacity?
2. 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.
3. Please describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
4. How would you describe the applicant’s interpersonal skills?

Optional Upload
As an alternative to typing your responses in the boxes above, you may answer the Written Assessment questions on a separate Word or PDF document and upload it here.

Using the online application form you will need to submit two professional or academic references. Once referee details are input onto the form, your referee will receive an automatic email from the School with details on how to complete the online reference form.

RECOMMENDER QUESTIONS:
This should be completed if English is not the applicant’s first language.
Ability to Speak English [select] Ability to Read English [select] Ability to Write English [select]

Comments
Please use the box below to provide any comments you consider will be helpful to the Admissions Committee when reviewing the candidate’s application. We would like to know how long you have known the candidate for and in what capacity. We would also like to hear about the candidate’s academic and professional background, as well as the strengths/weaknesses of the candidate, how he/she would benefit from the programme, what he/she would bring to the class and his/her soft skills and potential.
Please Note: You can upload a document or type an essay, but not both.[textbox – 5000 characters]

Qualitative accounts of your behaviors, impact, and personal qualities are essential to our evaluation of your leadership potential. Your letters of reference should provide specific examples that illustrate your ability and desire to make a difference in the world.
Requirements

We request two letters of reference:

– One reference from your current direct supervisor (or next best alternative) at work
– Your choice of either one additional supervisor reference or one peer reference.

Both letters of reference must be submitted by the deadline of the round in which you apply.

Current Direct Supervisor Reference

You must obtain at least one recommendation from your current direct supervisor. We understand, however, that you may be in a situation that prevents you from providing a reference from your current direct supervisor. For example, you may:

– Be self-employed
– Work for a family business in which a family member is your supervisor
– Have begun a new position where your direct supervisor does not know you well
– Not have notified your direct supervisor that you are applying to business school

In this case, use your judgment in finding a source for your recommendation — a previous supervisor, an indirect manager, a client, a member of your board of directors, or any other individual who evaluates your work.

If you are unable to provide a letter from your current direct supervisor, use your best judgment to choose an appropriate replacement.

If you are a college senior, you may use a direct supervisor from a summer, part-time, or internship position. Alternatively, you may ask someone who managed you in an extracurricular, research, volunteer, or community activity.

Second Reference

The second reference may come from either someone senior to you (i.e., someone who has evaluated or supervised your work) or from a peer (i.e., someone with whom you’ve interacted as an equal). While the strongest references typically come from your workplace, you may select a reference from your professional, community, or extracurricular experiences. We recognize that work environments are fluid, so we give you the option of choosing the person who can best represent your potential impact.

Choosing Your Recommenders

We are impressed by what a reference letter says, not by the title of the individual who wrote it or the writing skills of the recommender. You should choose individuals who:

– Know you well through significant, direct involvement with you within the last three years.
– Will provide detailed anecdotes and examples to support their assertions.
– Are truly enthused to write a recommendation for you and will spend sufficient time writing a thoughtful letter.

Both of your recommenders also will be asked to assess you on some character traits and competencies that contribute to successful leadership, and answer three questions.

We require your first recommendation to come from your current direct supervisor. We have no preference, however, between another supervisor and a peer for your second recommendation.

Recommender questions

How long have you known the applicant? [years ; months]

During which period of time have you had the most frequent contact with the applicant? [from ; to]

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.)

Leadership Assessment

Listed below you will find a number of competencies and character traits 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. Your candid, honest appraisal will serve not only the admissions committee but also the candidate.

Results Orientation
No basis for judgment
Fulfills assigned tasks
Overcomes obstacles to achieve goals
Exceeds goals and raises effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis
Invents and delivers best-in-class standards and performance

Strategic Orientation
No basis for judgment
Understands immediate issues of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations that have improved business performance
Develops insights or recommendations that have shaped team or department strategy
Implements a successful strategy that challenges other parts of the company or other players in the industry

Team Leadership
No basis for judgment
Avoids leadership responsibilities; does not provide direction to team
Assigns tasks to team members
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations

Influence and Collaboration
No basis for judgment
Accepts input from others
Engages others in problem solving
Generates support from others for ideas and initiatives
Brings others together across boundaries to achieve results and share best practices
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost

Communicating
No basis for judgment
Sometimes rambles or is occasionally unfocused
Is generally to the point and organized
Presents views clearly and in a well-structured manner
Presents views clearly and demonstrates understanding of the responses of others
Presents views clearly; solicits opinions and concerns; discusses them openly

Information Seeking
No basis for judgment
Asks direct questions about problem at hand to those individuals immediately available
Personally investigates problems by going directly to sources of information
Asks a series of probing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information

Developing Others
No basis for judgment
Focuses primarily on own abilities
Points out mistakes to support the development of others
Gives specific positive and negative behavioral feedback to support the development of others
Give specific positive and negative behavioral feedback and provides unfailing support
Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change

Change Leadership
No basis for judgment
Accepts status quo; does not see the need for change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it
Promotes change and mobilizes individuals to change behavior
Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change

Respect for Others
No basis for judgment
Is sometimes self-absorbed or overly self-interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect

Trustworthiness
No basis for judgment
Shows occasional lapses in trustworthy behavior
Generally acts consistently with stated intentions
Acts consistently with stated intentions even in difficult circumstances
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity

Summary
Based on your professional experience, how would you rate this candidate compared to her/his peer group? [select] Overall, I [select]

Reference Questions

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.

Questions:

1. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples.
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
3. (Optional) Is there anything else we should know?

Requests:
– Please do not exceed 3 pages, double-spaced.
– Do not include graphics or icons such as company letterhead.

Upload document

You must submit two Letter of Recommendation (LOR) forms. Only if an additional evaluation will add substantial value to your application should you submit more than two. Reapplicants who applied between September and April of the previous year need to submit only one new LOR.
The Letter of Recommendation (LOR) form should be given to two people capable of commenting on your professional, leadership, and intellectual capabilities. The most useful evaluations are from people who are able to speak with certainty about your leadership, maturity, team orientation, analytical skills, and interpersonal skills. If you are currently employed we prefer that you choose people who know you well and who are in a position to judge your professional performance and leadership, such as a direct supervisor. If you are unable to provide an LOR from a direct supervisor, please include a brief explanation as to why in the optional essay section. Generally, we do not find LORs from professors to be helpful in our evaluations.

Letters of Recommendation (LORs) are to be completed by the recommender and no one else. Drafting, writing or translating your own recommendation, even if asked to do so by your recommender, is inappropriate and a violation of the terms of our application process and Tuck’s Academic Honor Principle. Applicants are expected to inform recommenders of this policy.

Evaluation
Please compare the applicant on the scale below with others in his/her peer group whom you have known during your professional career.
Effectiveness of leadership
Effectiveness of teamwork
Effectiveness of communication skills
Positive attitude
Ethics and integrity
Ability to handle conflict
Ability to cope with pressure
Ability to inspire and motivate others
Ability to see opportunity and take initiative
Organization and time-management skills
Quantitative ability
Analytical ability
Intellectual curiosity
Ability to think creatively
Self-confidence
Resilience and ability to cope with setbacks
Overall drive, motivation, and energy level
Professional impression, poise, and presence
Cultural sensitivity
Comfort with risk-taking
Maturity/self-awareness

How would you categorize your support for this candidate? [select]

Recommendation Letter
In one document, please answer the following questions. To be sure to address all of the questions, you may wish to number your responses (i.e. 1,2,3, and so on).
1. How long have you known the applicant and in what context? Have you served as the applicant’s supervisor? If so, please provide approximate dates. Please comment upon the frequency and nature of your interactions with the applicant.
2. What are the applicant’s three principal strengths? Please provide an example of each.
3. In which three areas can the applicant improve? Please provide an example of each. How has the applicant worked to address these areas?
4. How does the applicant respond to constructive criticism?
5. Describe the impressions this candidate makes in meetings, presentations, interviews or other important interactions.
6. If you would like to provide any additional insights into this individual’s candidacy, please free too to do so.

Upload a Word or PDF document, Or type or copy-and-paste your document here:

Two letter of recommendation are needed from individuals who are well acquainted with your performance in a work setting, preferably from a direct supervisor or manager.

The recommendations provide us with third-party confirmation and insights into your achievements. You should choose recommenders who will support your candidacy with concrete examples of performance and impact on the organization.

» Questions from the on-line recommendation form are shown below and are for reference only.
» The Recommendations must be submitted on-line, not via hard-copy responses to these questions.
» You must register your recommenders, who then use the confidential on-line link they receive directly from our on-line application. Your recommenders also have the option to upload an additional document if desired.
» If a recommender does not write in English, the uploaded document can be a certified translation of their comments. Only two recommendations are accepted per application.
» Ideally your recommendations should be from current direct supervisors or managers who are best equipped to answer questions about your leadership, communication, teamwork, initiative and other skills.
» If you are unable to ask a current supervisor for a recommendation, then you can ask a former boss, a manager from another department, or a consultant or client who knows you well enough to answer the questions insightfully.
» Academic contacts are not usually able to provide information on management potential. Similarly, family members, peers and friends are not appropriate as recommenders.
» Your recommenders’ own titles or positions are not important – instead, their ability to comment knowledgeably and specifically about you is vital.
» Letters from contacts (including alumni) who do not know you well cannot add value like direct supervisors can.
» Online recommendations are due by the application deadline.

 

RECOMMENDER QUESTIONS:

Ratings
Evaluation of Applicant
Please choose the phrase that best describes the applicant in each area:

Results Orientation
1 – Fulfills assigned tasks
2 – Overcomes obstacles to achieve goals
3 – Exceeds goals and raises effectiveness of organization
4 – Introduces incremental improvements to enhance business performance using robust analysis
5 – Invents and delivers best-in-class standards and performance
6 – No Basis

Strategic Orientation
1 – Understands immediate issues of work or analysis
2 – Identifies opportunities for improvement within area of responsibility
3 – Develops insights or recommendations that have improved business performance
4 – Develops insights or recommendations that have shaped team or department strategy
5 – Implements a successful strategy that challenges other parts of the company or other players in the industry
6 – No Basis

Team Leadership
1 – Avoids leadership responsibilities; does not provide direction to team
2 – Assigns tasks to team members
3 – Solicits ideas and perspectives from the team; holds members accountable
4 – Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
5 – Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
6 – No Basis

Influence and Collaboration
1 – Accepts input from others
2 – Engages others in problem solving
3 – Generates support from others for ideas and initiatives
4 – Brings others together across boundaries to achieve results and share best practices
5 – Builds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
6 – No Basis

Communicating
1 – Sometimes rambles or is occasionally unfocused
2 – Is generally to the point and organized
3 – Presents views clearly and in a well-structured manner
4 – Presents views clearly and demonstrates understanding of the response of others
5 – Presents views clearly; solicits opinions and concerns; discusses them openly
6 – No Basis

Information Seeking
1 – Asks direct questions about problem at hand to those individuals immediately available
2 – Personally investigates problems by going directly to sources of information
3 – Asks a series of probing questions to get at the root of a situation or a problem
4 – Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
5 – Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
6 – No Basis

Developing Others
1 – Focuses primarily on own abilities
2 – Points out mistakes to support the development of others
3 – Gives specific positive and negative behavioral feedback to support the development of others
4 – Gives specific positive and negative behavioral feedback and provides unfailing support
5 – Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
6 – No Basis

Change Leadership
1 – Accepts status quo; does not see the need for change
2 – Challenges status quo and identifies what needs to change
3 – Defines positive direction for change and persuades others to support it
4 – Promotes change and mobilizes individuals to change behavior
5 – Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
6 – No Basis

Respect for Others
1 – Is sometimes self-absorbed or overly self-interested
2 – Generally treats others with respect; usually shares praise and credit
3 – Is humble and respectful to all
4 – Is respectful to all and generous with praise; ensures other opinions are heard
5 – Uses understanding of others and self to resolve conflicts and foster mutual respect
6 – No Basis

Trustworthiness
1 – Shows occasional lapses in trustworthy behavior
2 – Generally acts consistently with stated intentions
3 – Acts consistently with stated intentions even in difficult circumstances
4 – Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
5 – Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity
6 – No Basis

Based on your professional experience, how do you rate this candidate compared to his/her peer group?
1 – Below average
2 – Average
3 – Very good (well above average)
4 – Excellent (top 10%)
5 – Outstanding (top 5%)
6 – The best encountered in my career

Overall
1 – I do not recommend
2 – I recommend with reservations
3 – I recommend this candidate to UCLA Anderson

 

How do the candidate’s performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples. [textbox 1000 characters]

Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. [textbox 1000 characters]


In UCLA Anderson’s school culture we share success, drive change and think fearlessly. Please give examples where the applicant exhibited any or all of these. [textbox 1000 characters]

 


Recommendation Letter

Optional: If you have a separate document that addresses points not covered above, please feel free to upload it here.
Upload a Word or PDF document: Or, type or copy-and-paste your document here:

Two letters of recommendation are required. We prefer that one of your letters of recommendation be provided by a direct supervisor. This person should provide specific observations and examples of your leadership, teamwork, analytical skills and personal qualities. Your letters of recommendation must be submitted online.
RECOMMENDER QUESTIONS:

Analytical Information
Completion of this section is not required for submission of your recommendation. If you wish, you may skip this section and proceed to the next, where you can upload your own letter of recommendation.

Recommendation Type:
Ability to work with others:
Oral Communication:
Written Communication:
Demonstrated Leadership:
Imagination/Creativity:
Intellectual Capacity:
Interpersonal Relations:
Motivation:
Maturity:

Against which group are you comparing the applicant? (500 character limit)
In what capacity have you known the applicant? (500 character limit)
How long have you known the applicant?
What do you consider the applicant’s most outstanding talents or characteristics? (500 character limit)
What are the applicant’s areas for growth? (500 character limit)

If you wish to include additional comments concerning the applicant’s aptitude for advanced study, please draft and submit your letter using the Upload Document button.

We require two letters of recommendations from individuals who are well acquainted with your performance in a work setting, preferably from a current or former supervisor.

The title or position of the evaluator is not as important as his/her ability to comment knowledgeably and specifically about you. Submit recommendations from people who can speak directly about your aptitudes and capabilities.

We require all recommendations to be submitted electronically. After you have contacted your recommenders, please complete the form on the Recommendations page.

The online recommendation asks the recommender to answer all of the questions in a single document and to submit it using the Upload Document button at the bottom of the page.

Summary Appraisal

Please give us your appraisal of the applicant in terms of the qualities listed below. Compare the applicant with others whom you know to have applied to graduate school or with individuals in your organization who are being groomed for positions in senior management.
For each quality, select: No Basis for Judgment / Below Average / Average (middle 50%) / Good (top 25%) / Very Good (top 10%) / Outstanding (top 5%)

Ability to Manage Uncertainty (how do they handle: difficult situations, challenging interpersonal experiences, ambiguous problems)
Maturity/Self Awareness
Communication Skills (written and verbal, English Language)

Please provide additional commentary to support your choices above:

Applicant Assessment

Please answer the following questions in a separate document, using the Upload Document button at the bottom of the screen. Please also:

– Answer all of the questions in a single document.
– Single space your answers.
– Separate your answers by writing each question at the top of each response.

1. How does the candidate’s performance compare to those of other well-qualified individuals in similar roles? Please provide specific examples. (300 words)
2. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (250 words)
3. (Optional) Is there anything else we should know?

Upload Document:

List two (2) individuals who will provide professional recommendations for you. At least one of the recommenders should be in a position to assess your performance at your most recent job. Once you have entered the required recommender information, hit the “Send to Recommender” button to email the online recommendation form to your recommender.

To ensure the objectivity and independence of your recommendations, the written product must be entirely your recommenders’ work. Although you may discuss the recommendations with them, you may not have any involvement in drafting or submitting them.

Recommender Information
Thank you for agreeing to write a recommendation for the applicant. We greatly appreciate the time and effort that you are taking to provide us with your honest assessment of the applicant’s abilities. Please complete the following:
– Provide your contact information and fill out the assessment form below.
– Write a one- to two-page recommendation letter and upload. Please find the recommendation guidelines at the end of this form.

Please assess the applicant on the following skills/qualities.

Skill/Quality No Basis
Results Orientation
Fulfills assigned tasks
Overcomes obstacles to achieve goals
Exceeds goals and raises effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis
Invents and delivers best in class standards and performance
Strategic Orientation
Understands immediate issues of work or analysis
Identifies opportunities for improvement within area of responsibility
Develops insights or recommendations that have improved business performance
Develops insights or recommendations that have shaped team or department strategy
Implements a successful strategy that challenges other parts of the company or other players in the industry
Team Leadership
Avoids leadership responsibilities; does not provide direction to team
Assigns tasks to team member
Solicits ideas and perspectives from the team; holds members accountable
Actively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doing
Recruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Influence and Collaboration
Accepts input from others
Engages others in problem solving
Generates support from others for ideas and initiatives
Brings others together across boundaries to achieve results and share best practices
Builds enduring partnerships within and outside of organization to improve effectiveness, even at short‐term personal cost
Communicating
Sometimes rambles or is occasionally unfocused
Is generally to the point and organized
Presents views clearly and in a wellstructured manner
Presents views clearly and demonstrates understanding of the response of others
Presents views clearly; solicits opinions and concerns; discusses them openly
Information Seeking
Asks direct questions about problem at hand to those individuals immediately available
Personally investigates problems by going directly to sources of information
Asks a series ofprobing questions to get at the root of a situation or a problem
Does research by making a systematic effort over a limited period of time to obtain needed data or feedback
Involves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Developing Others
Focuses primarily on own abilities
Points out mistakes to support the development of others
Gives specific positive and negative behavioral feedback to support the development of others
Gives specific positive and negative behavioral feedback and provides unfailing support
Inspires and motivates others to develop by providing feedback and identifying new growth opportunities as well as supporting their efforts to change
Change Leadership
Accepts status quo; does not see the need for change
Challenges status quo and identifies what needs to change
Defines positive direction for change and persuades others to support it
Promotes change and mobilizes individuals to change behavior
Builds coalition of supporters and coordinates change across multiple individuals; may create champions who will mobilize others to change
Respect for Others
Is sometimes selfabsorbed or overly self‐interested
Generally treats others with respect; usually shares praise and credit
Is humble and respectful to all
Is respectful to all and generous with praise; ensures other opinions are heard
Uses understanding of others and self to resolve conflicts and foster mutual respect
Trustworthiness
Shows occasional lapses in trustworthy behavior
Generally acts consistently with stated intentions
Acts consistently with stated intentions even in difficult circumstances
Is reliable and authentic even at some personal cost; acts as a role model for the values of the organization
Is reliable and authentic even at some personal cost; works to ensure all members of the organization operate with integrity

Peer Comparison

Based on your professional experience, how do you rate the applicant compared to her/his peer group?
The best encountered in my career
Outstanding (top 5%)
Excellent (top 10%)
Very good (well above average)
Average
Below average

Overall Recommendation
Recommend enthusiastically
Recommend
Recommend with reservations
Do not recommend

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.
1. Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant’s role in your organization.
2. How does the candidate’s performance compare to that of other well-qualified individuals in similar roles? Please provide specific examples.
3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response.
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 you would like us to know?

Upload a Word or PDF document:

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