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: [email protected]

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 AssessArea of ConcernOpportunity for DevelopmentSolid/Meets ExpectationsStrength/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/QualityNo 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.
Skill/Quality5
LOW
4321
HIGH
Rating
Fulfills assigned tasksOvercomes obstacles to achieve goalsExceeds goals and raises effectiveness of organizationIntroduces incremental improvements to enhance business performance using robust analysisInvents and delivers best-in-class standards and performance
Understands immediate issues of work or analysisIdentifies opportunities for improvement within area of responsibilityDevelops insights or recommendations that have improved business performanceDevelops insights or recommendations that have shaped team or department strategyImplements a successful strategy that challenges other parts of the company or other players in the industry
Avoids leadership responsibilities; does not provide direction to teamAssigns tasks to team membersSolicits ideas and perspectives from the team; holds members accountableActively engages the team to develop plans and resolve issues through collaboration; shows how work fits in with what others are doingRecruits others into duties or roles based on insight into individual abilities; rewards those who exceed expectations
Accepts input from othersEngages others in problem solvingGenerates support from others for ideas and initiativesBrings others together across boundaries to achieve results and share best practicesBuilds enduring partnerships within and outside of organization to improve effectiveness, even at short-term personal cost
Sometimes rambles or is occasionally unfocusedIs generally to the point and organizedPresents views clearly and in a well- structured mannerPresents views clearly and demonstrates understanding of the response of othersPresents views clearly; solicits opinions and concerns; discusses them openly
Asks direct questions about problem at hand to those individuals immediately availablePersonally investigates problems by going directly to sources of informationAsks a series of probing questions to get at the root of a situation or a problemDoes research by making a systematic effort over a limited period of time to obtain needed data or feedbackInvolves others who would not normally be involved including experts or outside organizations; may get them to seek out information
Focuses primarily on own abilitiesPoints out mistakes to support the development of othersGives specific positive and negative behavioral feedback to support the development of othersGives specific positive and negative behavioral feedback and provides unfailing supportInspires 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 changeChallenges status quo and identifies what needs to changeDefines positive direction for change and persuades others to support itPromotes change and mobilizes individuals to change behaviorBuilds 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-interestedGenerally treats others with respect; usually shares praise and creditIs humble and respectful to allIs respectful to all and generous with praise; ensures other opinions are heardUses understanding of others and self to resolve conflicts and foster mutual respect
Shows occasional lapses in trustworthy behaviorGenerally acts consistently with stated intentionsActs consistently with stated intentions even in difficult circumstancesIs reliable and authentic even at some personal cost; acts as a role model for the values of the organizationIs 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 setbacksFalters, at times, under pressure. Can operate with limited guidance to recover from setbacksAdequately manages pressure. Independently recovers from setbacksProactively reaches out for support under pressure. Recovers from setbacks by requesting input from colleagues/teammatesMaintains 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 perspectivesGlobally aware with limited experience beyond native country. Exhibits acceptance of diverse perspectivesGlobally aware with insight beyond native country. Appreciative of diverse perspectivesGlobally competent with experience in a global setting (professional or personal). Appreciative of diverse perspectivesGlobally 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 succeedDemonstrates difficulty with communication and may struggle even with coachingDemonstrates some difficulty with communication; could succeed with assistanceStrong English comprehension and communication skillsOutstanding 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 ExpectationsSolid/Meets ExpectationsOpportunity for DevelopmentArea of ConcernNo InformationQuality
Awareness of Others
Humility
Humor
Imagination, Creativity, and Curiosity
Initiative
Integrity
Interpersonal Skills (with subordinates/colleagues)
Interp